Multiparty negotiations differ from two-party deliberations in which of the following ways?

E. All of the above statements about multiparty negotiations are true.

A. Multiparty negotiations have more negotiators at the table.

B. More issues and more information are introduced than when two parties negotiate.

C. The environment changes from a one-on-one dialogue to small group discussion.

D. The process for multiparty negotiators is more complex than two-party ones.

One of the most fundamental consequences of increasing the number of parties in a (p. 408) negotiation is that

E. All of the above are fundamental consequences of increasing the number of parties in a negotiation.

A. the negotiation situation tends to become less lucid.

B. the negotiation situation tends to become more complex.

C. the negotiation situation tends to become more demanding.

D. there will be more values, interests, and perceptions to be integrated or accommodated.

What is the result of procedural complexity in multiparty negotiations?

D. Negotiators will probably have to devote discussion time to how they will manage the process to arrive at the type of solution or agreement they want.

A. The fewer the number of parties, the more complex the decision making process becomes.

B. The increased number of negotiators will streamline the decision making process.

C. Negotiators can ignore the problem of multiple related issues.

E. All of the above are the result of procedural complexity in multiparty negotiations.

One-on-one negotiations in full view of all group members would have all but one of the following consequences on negotiators. Which one would not be a consequence?

C. Negotiators can simply choose to ignore the complexity of the three or more parties and proceed strategically as a two-party negotiation.

A. Negotiators who have some way to control the number of parties at the table (or even in the room) may begin to act strategically.

B. Since the exchanges are under surveillance negotiators will be sensitive to being observed and may feel the need to be tough.

D. Negotiators can explicitly engage in coalition building as a way to marshal support.

E. Negotiators will have to find satisfactory ways to explain modification of their positions.

There are five ways in which the complexity increases as three or more parties simultaneously engage in negotiation. One of those listed below is not a correct statement. Which one?

C. When negotiations become socially more complex, the social norms emerge that affect member participation, which reduces the stronger pressures to conform and suppress disagreement.

A) There are simply more parties involved in the negotiation.

B. More parties bring more issues and positions to the table, and thus more perspectives must be presented and discussed.

D. As the negotiations become procedurally more complex, the parties may have to negotiate a new process that allows them to coordinate their actions more effectively.

E. As the negotiations become more strategically complex, the parties must monitor the moves and actions of several other parties in determining what each will do next.

Considering the many attributes of an effective group, under which one of the following would you find a need to fully explain or define key words or language that may be part of the agreement?

D. Agree on the meaning of important words.

A. Test assumptions and inferences.

B. Focus on interests, not positions.

C. Disagree openly with any member of the group.

E. Keep the discussion focused.

What are the three key stages and phases that characterize multilateral negotiations?

A. the prenegotiation stage, managing the actual negotiations, and managing the agreement stage.

B. the coalition building stage, the relationship development stage, the networking stage.

C. the coalition building stage, the networking stage, and the actual negotiation stage.

D. the prenegotiation stage, the networking stage, and the managing the agreement stage.

E. None of the above lists the three key stages and phases that characterize multilateral negotiations.

Many complex international negotiations devote a great deal of time to the question of just who will be recognized and who can speak for others. The issue about participants can be decided by asking which of the following questions?

D. All of the above questions can help decide who to recognize.

A. Whose presence is likely to keep other parties from achieving their objectives?

B. Whose presence is likely to help other parties achieve their objectives?

C. Who could spoil the deal if they were excluded?

E. None of the above questions will help determine inclusion/exclusion.

The prenegotiation phase of multilateral negotiations

D. is characterized by a great deal of informal contact among the parties.

A. is when the parties are employing decision rules and criteria.

B. manages the group process and outcome.

C. is when the chair is appointed.

E. All of the above characterize the prenegotiation phase of multilateral negotiations.

Which of the following questions should not be asked as part of the requirements for building a relationship in the Connect Model? (PAGE 413)

C. Can we restructure the agreement to include the original issue?

A. Can we agree to have a constructive conversation?

B. Can our conversation be productive enough to make a difference?

D. Can we all commit to making improvements?

E. Can we understand and appreciate each other's perspective?

When a group wants to achieve a consensus or unanimous decision, the responsibility of the chair is to be constantly attentive to the group process. Identify which of the pointers below for how to chair a multiparty negotiation effectively is not correct. (p. 414-BOX 13.1)

D. Introduce unnecessary ground rules or let the parties suggest them to distract. Introduce internal information that will help illuminate the issues and interests.

A. Explicitly describe the role you will take as chair. Assure individual members that they will have an opportunity to make opening statements or other ways of placing their individual concerns and issues on the table.

B. Introduce the agenda or build one based on the group's issues, concerns, and priorities. Be an active gatekeeper.

C. Make logistical arrangements that will help the negotiation process. Listen for interests and commonalities.

E. Create or review decision standards and rules. Summarize frequently, particularly when conversation becomes stalled, confused, or tense.

During the information management phase, coordinators (PAGE 415)

C) provide a more formal link between the group members and the constituencies they represent.

A) "patrol" the environment and bring in relevant external information that may be useful to the group.

B) represent a formal link to some important constituency and help to acquire resources the group needs to continue to operate.

D) are specifically designated to keep some information inside the group and assure that there are no leaks or premature disclosures of key information or discussions.

E) Coordinators accomplish all of the above.

STUDOCU-Chapter 13-TRUE_FALSE_Multiple-Selection

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STUDOCU-Chapter 13-TRUE_FALSE_Multiple-Selection

31 questions

Most of the complexities in multiparty negotiations will increase linearly, if not exponentially, as
(p. 407) more parties, constituencies, and audiences are added

Individualistically motivated parties in multiparty negotiations are more trusting and engage in
(p. 408) less argumentation.

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.

In multiparty negotiations, research shows that parties who approached multiple issues
(p. 410) simultaneously achieved lower quality agreements.

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.

There are no techniques that can be used to manage multiparty negotiation effectively.
(p. 414)

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.

It is uncommon for coalitions to exist before negotiations begin.
(p. 415)

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."

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.

Access all questions and much more by creating a free account

Similar Resources on Wayground

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STUDOCU-Chapter 13-TRUE_FALSE_Multiple-Selection

31 questions

Most of the complexities in multiparty negotiations will increase linearly, if not exponentially, as(p. 407) more parties, constituencies, and audiences are added

Individualistically motivated parties in multiparty negotiations are more trusting and engage in(p. 408) less argumentation.

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.

In multiparty negotiations, research shows that parties who approached multiple issues(p. 410) simultaneously achieved lower quality agreements.

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.

There are no techniques that can be used to manage multiparty negotiation effectively.(p. 414)

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.

It is uncommon for coalitions to exist before negotiations begin.(p. 415)

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."

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.

Access all questions and much more by creating a free account

Similar Resources on Wayground

Popular Resources on Wayground

Discover more resources for Social Studies

Most of the complexities in multiparty negotiations will increase linearly, if not exponentially, as
(p. 407) more parties, constituencies, and audiences are added

Individualistically motivated parties in multiparty negotiations are more trusting and engage in
(p. 408) less argumentation.

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.

In multiparty negotiations, research shows that parties who approached multiple issues
(p. 410) simultaneously achieved lower quality agreements.

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.

There are no techniques that can be used to manage multiparty negotiation effectively.
(p. 414)

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.

It is uncommon for coalitions to exist before negotiations begin.
(p. 415)

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.