A. What no agreement is likely to yield for the "other side".
B. What no agreement will most likely leave you with.
C. What the underlying interests are of the other side.
D. Your ideal outcome.
E. What your underlying interests are.

2.   Which of the following is not an important source of power in negotiation:

A. Your ability to conceal your most important concerns.
B. Your level of preparation.
C. Your negotiating training and skill.
D. Your believability (the extent to which they can trust you).
E. Your walk away or BATNA (Best Alternative to a Negotiated Agreement)

3.   When it comes time to "divide the pie" in a negotiation, which of the following is the least important consideration:

A. How your colleagues will react to the outcome of the negotiation.
B. The reasons they give for why they should get the larger piece.
C. The size of the slice you are taking home versus the size of the slice they are taking.
D. The reasons you can give to explain why you should get the larger piece.
E. The extent to which your interests are met or exceeded.

4.   Which of the following is NOT LIKELY to help increase the “implementability” of a potential negotiated agreement:

A. Joint monitoring provisions.
B. Frayed relations at the close of the negotiations.
C. A dispute resolution clause.
D. An agreement to meet regularly and renew the relationship.
E. Explicit penalties for non-compliance.

5.   At the outset of an important negotiation, who would you rather have with you on your team:

A. The best looking person in your organization.
B. The most technically knowledgeable person in your organization.
C. High level person in your organization with a big deal title.
D. A person who has been with your organization for a very long time.
E. A person you can play "bad cop" to your "good cop".

6.   Mediation should only be used when:

A. There is a powerful "third party" who can cajole the disputants into listening to each other's concerns.
B. The parties aren't sure what they want.
C. All of the above.
D. The parties in a negotiation have reached an impasse.
E. The parties hate each other too much to be in the same room.

7.   The best way to improve your negotiation skills is to:

A. Read as many books on the subject as you can.
B. Practice, practice, practice.
C. Learn the basic mutual gains theory of negotiation.
D. Take a series of increasingly advanced short-courses for professionals.
E. Get an advanced degree in negotiation and dispute resolution.

8.   To "expand the pie" or create value in a negotiation which of the following is the least important consideration:

A. The interests of the other side.
B. Putting forward many options or alternatives.
C. The extent to which you trust the other side.
D. Your interests.
E. Possible items to trade.

9.   When negotiations involve highly complex or technical elements, it is best to:

A. Get agreement in principle first and then tell the technical experts to do whatever is necessary to conform to the basic agreement.
B. Try to find a lead negotiator who has both technical background and negotiation skill
C. Jointly commission an independent technical analysis by a credible source.
D. Let the technicians handle the complex material outside the formal negotiations.
E. Have multi-party (multi-skilled) teams represent each side

10.   The main reason that cross-cultural negotiation is so difficult is:

A. It is hard to trust people who don't know the meaning of the word trust.
B. Others are not trained in rational, objective analysis the way we are.
C. Others don't practice good faith negotiations like we do.
D. Others have strange customs and mannerisms.
E. Being understood is more difficult when the parties speak different languages and come from different backgrounds.

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