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Test your basic knowledge |
Negotiation
Start Test
Study First
Subject
:
soft-skills
Instructions:
Answer 50 questions in 15 minutes.
If you are not ready to take this test, you can
study here
.
Match each statement with the correct term.
Don't refresh. All questions and answers are randomly picked and ordered every time you load a test.
This is a study tool. The 3 wrong answers for each question are randomly chosen from answers to other questions. So, you might find at times the answers obvious, but you will see it re-enforces your understanding as you take the test each time.
1. Unable to acces knowledge when we need it
communication in negotiaion
barrier to agreement
social loafing
inert knowledge problem
2. 'Maximize profit' approaches enjoyed greater profitability than did ' Minimize Expenses' approaches( the maximize profit group completed more transactions for greater profit but the 'minimize expenses' framers completed transactions of greater mean p
circular logrolli
old fashioned negotiator
equal concession negotiaitor
relevant polarity framing
3. People tend to base behavior on readily understood terms such as percentages. Exp All other things being equal ( quality of product - the store - service - etc)more people are willing to suffer the same inconveniences to save $30 on a $70 item than t
impossibilty theorem
errors that prevent agreement
inductive reasoning
aspect ratio framing
4. Take time to 'cool off' - Explore different ways to logroll - Exploit differences in expectations and risk/ time preferences - Keep decisions tentative and conditional until a final proposal is complete - Minimize formality - record keeping until fi
options
old fashioned negotiator
integrative negotiation
some guild lines in evaluating options and reaching a consensus
5. The worst agreement you're willing to accept ('walk-away')
walk away alternative
impossibilty theorem
premature consessions
reservation price
6. Involves trade iffs that require each group member to offer another member a concession on one issue while receiving a concession from yet another group member on a different issue
legitimacy
some guild lines in evaluating options and reaching a consensus
circular logrolli
a position in negotiation
7. Implemented over time in different phases - each phase has own promises and dealings - early phases: become familiar with other's Negotiation Style - Build Trust - Monitor Other party to ensure follow through - Walk away from Disconcerting negotiati
joint gain
multiphase negotiations
common bond groups
brainwriting
8. Words and sounds - E.g. Really? - You're kidding! - Then what happened - Uh-huh
pivotal power
verbal minimal encouragers
convergent thinking
logrolling
9. Goals and interests related to: Gain - relationship - identity - process
nonspecific compensation
integrative negotiation
GRIP goals
base rates
10. What can i do if i walk away without agreement? which is best
divergent thinking
an interest in negotiation
walk away alternative
cognitive route
11. Average Negotiators more reliant on sequence planning - Skilled Negotiators more likely to use issue planning (more flexible plan)
cognitive route
communication in negotiaion
identification based trust
sequence vs. issue planning
12. Putting a number of events - or potential occurrences into a time sequence exp. 'First I'll bring up A - then lead to B - and after that ill cover C etc.
an interest in negotiation
sequence planning
false conflict or illusory conflict
tunnel vision
13. Basic human motive concerning preservation of the self versus collective
Particularism
nonspecific compensation
deterrence based trust
individual collectivism
14. External standards or precedents that might convince one or both parties that a proposed agreement is fair
partnership model
legitimacy
key steps in integrative negotiation
inductive reasoning
15. Negotiators thinking they are revealing more information that they actually are
illusion of transparecy
old fashioned negotiator
integrative negotiation
social striving
16. Believing something is true even after it has been proven not
relevant polarity framing
walk away alternative
perseverance effect
an interest in negotiation
17. Possible agreements or part of agreemenrrs that you might reach with your negotiation party
options
sequence planning
a position in negotiation
verbal minimal encouragers
18. Tendency for people in group negotiations to underestimate the number of feasible options
tunnel vision
knowledge based trust
walk away alternative
active listening
19. Group members independently write down ideas for resolvig negotiation then meet a share the ideas
brainwriting
distributive negotiations
a position in negotiation
cohension
20. If we reach agreement - we commit to some option
reservation price
errors that prevent agreement
commitment
horizon thinkng
21. Someone who realizes both that the pie can be expanded and who does not forget to claim resources
argument dilution
circular logrolli
enlightened negotiator
options
22. Splitting the difference or compromising which is ofern mistaken for win-win negotiaitions
things to look for when identifying and define the problem
cohension
BATNA
equal concession negotiaitor
23. reliability - mutual acceptance - emotions
relationship issues
tunnel vision
impossibilty theorem
social loafing
24. When a problem solver bases a strategy on familiar methods
things to look for when identifying and define the problem
active listening
functional fixedness
relevant polarity framing
25. Skilled negotiators tended to avoid saying gratuitous things about themselves - avoided self descriptions of 'fair' or 'reasonable' and comments such as generous offer
impossibilty theorem
some guild lines in evaluating options and reaching a consensus
irritators
Particularism
26. Form of hypothesis testing - or trial and error
social striving
horizon thinkng
reflections
inductive reasoning
27. The most common cause of transactional entrapment - E.g. Dollar auction- auctioneer accepts bid for a one dollar bill. second highest bidder must also pay the bid. Biggest problem is the reluctance to cut losses once the commitment is made.
sunk cost framing
setting limits
deductive reasoning
logrolling
28. The total of the gains earned by each party in the negotiation
enlightened negotiator
legitimacy
common identity groups
joint gain
29. The union of both parties issue sets
deductive reasoning
issue mix
false conflict or illusory conflict
brainwriting
30. Division of large - all encompassing issues into smaller more manageable ones
dispositional attribution
unbundling
inductive reasoning
a position in negotiation
31. Skilled negotiators considered a wider range of outcomes or options than did average negotiators - they seem to demonstrate a willingness to consider counterparts' options
key steps in integrative negotiation
knowledge based trust
BATNA
exploration of options
32. The tendency to treat chance events as though they have a built in evening out mechanism
distributive negotiations
setting limits
gamblers fallacy
ways to generate options to a problem
33. Grounded in complete empathy with another persons desires and intentions
identification based trust
deterrence based trust
BATNA
most common cognitive mistakes in Negotiation
34. The process of drawing logical conclusions
deductive reasoning
individual collectivism
relevant polarity framing
key components in Negotiation
35. Expand the pie - Logroll-finding different issues and prioritize them. End up with a highly preferred outcome - Compensation(not integrative)- agreeing to ones objectives and accommodating the others interests - cut the costs for compliance-ones obje
argument dilution
inductive reasoning
some options by redefining the problems (alternative solutions)
illusion of transparecy
36. Irrational excalation - Partisian Perceptions - Unreasonable expectations - Overconfidence - Unchecked emotions
common bond groups
seller status framing
errors that prevent agreement
gamblers fallacy
37. Brainstorming - electronic brainstorming - surveys
key steps in integrative negotiation
ways to generate options to a problem
options
flower child negotiator
38. Mental model of negotiation in which people consider negotiation to be the task of definin and solving a problem
cognitive route
reciprocity principle
problem solving model
cohension
39. Prepare to listen - Non-verbal attending - Verbally interact with and Encourage the speaker(helps ensure understanding)
active listening activities
commitment
most common cognitive mistakes in Negotiation
integrative negotiation
40. Do not be disclosing - Learn interests - BATNA - etc. of other side - Establishing an anchor - Offering concessions grudgingly - Presenting deadlines to create urgency - Offering multiple proposals to provide option - Signal interest in closing the d
distributive negotiations
illusion of transparecy
dispositional attribution
equal concession negotiaitor
41. Being overly affected by form of a presentation of information in negotiation (pay attention to both content and context. even though framing is important - be more aware of the content!)
reflections
flower child negotiator
most common cognitive mistakes in Negotiation
Particularism
42. The strenght of positive relations within a team
social striving
irritators
convergent thinking
cohension
43. Based on intuition and emotion
affective route
GRIP goals
options
contingency contracts
44. Someone who believs one must adopt a tough hard stance to negotiate
old fashioned negotiator
reflections
errors that prevent agreement
tunnel vision
45. A situation in which conflict does not exist between people yet they erroneously perceive the presence of conflict
reciprocity principle
false conflict or illusory conflict
some options by redefining the problems (alternative solutions)
horizon thinkng
46. What you really care about - wants needs etc
multiparty negotiations
pivotal power
divergent thinking
an interest in negotiation
47. The ability to change a losing coalition into winning coalition
pivotal power
gamblers fallacy
common identity groups
Particularism
48. Clients are treated like partners
partnership model
functional fixedness
enlightened negotiator
affective route
49. The derivation of group preference from individual preference is indeterminate
integrative negotiation
sequence vs. issue planning
multiparty negotiations
impossibilty theorem
50. Negotiator unilaterally deduces what the counterpartys true interests are - and where the joint gains are by listening to their responses in negotiation
divergent thinking
endowment effect
inductive reasoning
options