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Negotiation 101 Practice Test: Managing Negotiation Impasses
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Avg score: 71% • Most missed: “In the GRIT strategy for synchronized de-escalation, each party makes a concessi…”
Some tips to manage negotiation impasses are: Identify the root cause: Understand why the impasse occurred in the first place. Possible causes include mismatched expectations, poor communication, personality conflicts, or psychological barriers. Use active listening: Show that you care about the other party and their interests by paying attention, reflecting, summarizing, and asking open-ended questions. This can help build trust, create a better understanding between parties, and identify common ground. Generate alternatives: Create alternatives that can satisfy both parties' needs and... Show more
Negotiation 101 Practice Test: Managing Negotiation Impasses
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25 Questions

1. Which of the following are dynamics of highly polarized, unproductive conflict?
2. Which of the following makes a negotiation more intractable?
3. Smyth suggests that the most intractable situations occur
4. 50. In the GRIT strategy for synchronized de-escalation,
5. Direct analogies are those in which
6. The collaborative ideal of high trust/low distrust refers to
7. In the imaging process, parties in conflict are asked to engage in the following activities inwhat order?
8. Which of the following results can occur when a negotiation becomes derailed?
9. The longer the parties debate, the more likely it is that emotions will overrule reason.
10. In the GRIT strategy for synchronized de-escalation, each party makes a concession onlywhen he or she knows that the opposing party will reciprocate in kind.
11. A common result in imaging is that the parties recognize that many differences and areas ofconflict are real, and thus they begin to understand those that are real.
12. Single-issue conflicts are easier to manage because they quickly lead to win-win situations.
13. Genuine impasse occurs when parties deliberately refuse to proceed with negotiation as away to gain leverage or put pressure on the other party to make concessions.
14. Promises and offers can be made more attractive in what way?
15. What strategy does Fisher suggest to make options more desirable to the opponent?
16. Symbolic analogies are those in which a party puts himself or herself in the problem situation,attempting to identify with it or empathize with those in the situation.
17. Role reversal
18. Many negotiations that do not reach impasse can be traced to fundamental value differencesbetween the parties.
19. 48. Which is one of the six conflict-reduction strategies that can be applied in contentious situations used to resolve impasses?
20. Replacing an aggressive member of the negotiating team with a quieter member, temporarily or permanently, can signal the other party that one is also willing to change the substance of the negotiation.
21. The longer discussion remains at the level of policy or principle, the more likely it is that thedispute can be successfully resolved.
22. The problem for negotiators in escalated disputes is to develop strategies to contain issueproliferation and reduce the dispute to manageable proportions.
23. Which of the following approaches can be used to de-escalate conflict by establishingcommonalties or focusing on common objectives?
24. In a negotiation that has become derailed, destructive conflict processes override thenegotiation and the parties cannot proceed.
25. Making demands more specific is making them more rigid; specific demands cannot bereformulated to meet the other's needs.

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