SECTION B (40 Marks) There are THREE (3) questions in this section. Answer ONLY TWO (2) questions. 1. Negotiation strategies have gained a significant amount of attention from management practitioners owing to their conflict-resolving attributes. There are two main approaches to negotiations based on the stance adopted by the negotiating parties distributive and integrative. Understanding the difference between distributive and integrative negotiation strategies is important to choose the most appropriate strategy for a particular situation. Briefly describe each of these approaches and explain their impact in high-stakes negotiations. (20 Marks) 2. Decision-making is inherently a cognitive activity, the result of thinking that may be either rational or irrational (i.e., based on assumptions not supported by evidence). Individual characteristics, including personality and experience, influence how people make decisions. As such, an individual's predispositions can either be an obstacle or an enabler to the decision-making process. |dentify some of the decision-making biases that hinder effective negotiation. Explain how and why, along with relevant examples to illustrate your understanding. (20 Marks) 3. Conflict, while often avoided, is not necessarily bad. In fact, conflict can be good for organisations because it encourages open-mindedness and helps avoid the tendency toward group thinking that many organisations fall prey to. The key is learning how to manage conflict effectively so that it can serve as a catalyst, rather than a hindrance, to organisational improvement. It is argued that conflict builds relationships, conflict opens minds, and conflict beats stagnation. How is that possible? Examine and explain using relevant examples. (20 Marks) **END OF QUESTION PAPER***