STUDOCU-Chapter 13-TRUE_FALSE_Multiple-Selection

Most of the complexities in multiparty negotiations will increase linearly, if not exponentially, as

(p. 407) more parties, constituencies, and audiences are added

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Individualistically motivated parties in multiparty negotiations are more trusting and engage in

(p. 408) less argumentation.

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Research on policy-making and decision-making groups has shown that efforts to minimize

(p. 409) and avoid conflict can frequently lead to group decision-making disasters.

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In multiparty negotiations, research shows that parties who approached multiple issues

(p. 410) simultaneously achieved lower quality agreements.

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Negotiators who have some way to control the number of parties at the table may begin to

(p. 411) strategically manipulate this control to serve their objectives.

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There are no techniques that can be used to manage multiparty negotiation effectively.

(p. 414)

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A single negotiator is simply one of the parties in a multiparty negotiation and wants to ensure

(p. 414) that his or her own issues and interests are clearly incorporated into the final agreement.

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It is uncommon for coalitions to exist before negotiations begin.

(p. 415)

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When a chairperson is also advocating a particular position or preferred outcome, it will be (p. 418) difficult for that individual to act or be seen as "neutral."

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One pointer on how to chair a multiparty negotiation effectively is to encourage people to

(p. 419) express interests, mirror them back, and encourage people to identify not only what they want,

but also why they want it.

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