Power Dynamics & Influence Flashcards

A negotiator who frames a proposal as avoiding a loss rather than achieving a gain is applying:

Answer: Prospect theory / loss aversion framing

Prospect theory shows people are more motivated by avoiding losses than acquiring equivalent gains, making loss-framed offers more persuasive.

Which action MOST effectively transfers power to a buyer who is negotiating against a monopoly supplier?

Answer: Developing or identifying an alternative supplier

Identifying or developing an alternative supplier creates a credible BATNA, removing the monopolist's leverage over the buyer.

The 'door-in-the-face' technique involves:

Answer: Starting with a very large request that is refused, then making a smaller, more reasonable request

After refusing a large request, people feel social pressure to comply with a smaller follow-up request, which now seems reasonable by comparison.

When a negotiator's power is primarily positional (title-based), it is MOST vulnerable to:

Answer: Changes in organizational structure or context

Legitimate/positional power depends on organizational context; a restructuring, demotion, or role change immediately reduces that power.

Labeling an emotion ('It sounds like you feel frustrated by the delay') during a tense negotiation is a technique used to:

Answer: Defuse negative emotions and build trust

Emotional labeling, a tactic from hostage negotiation research, reduces the intensity of negative emotions and signals empathy, lowering resistance.

A negotiator who consistently delivers on promises over multiple deals builds which long-term power asset?

Answer: Credibility and trust capital

A track record of keeping commitments builds credibility, which translates into influence in future negotiations because the other side trusts your word.

Which of the following BEST illustrates the principle of 'commitment escalation' in negotiation influence?

Answer: Getting written commitments early so the other party feels bound to follow through

Written or public commitments increase psychological consistency pressure, making parties more likely to follow through on subsequent related agreements.