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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. Someone who realizes both that the pie can be expanded and who does not forget to claim resources
dispositional attribution
tunnel vision
logrolling
enlightened negotiator
2. Out of the box thinking
barrier to agreement
dispositional attribution
divergent thinking
inert knowledge problem
3. Possible agreements or part of agreemenrrs that you might reach with your negotiation party
deterrence based trust
nonspecific compensation
irritators
options
4. Also known as Reflective Listening - as we can reflect on what was said - how it was said - and the nonverbal cues
old fashioned negotiator
circular logrolli
Particularism
active listening
5. When a problem solver bases a strategy on familiar methods
verbal minimal encouragers
unbundling
functional fixedness
Particularism
6. Members who are attracted to particular members
flower child negotiator
distributive negotiations
common bond groups
Particularism
7. Skilled negotiators - if they decided to attack - gave no warning and attacked severely
individual collectivism
defend/attack spirals
communication in negotiaion
inductive reasoning
8. How much utility we derive depends on who is providing it
convergent thinking
sequence planning
Particularism
barrier to agreement
9. Skilled negotiators used fewer reasons to back up each of his/her arguments only moving to subsidiary reasons only if main reason began to wither.
exploration of options
argument dilution
inductive reasoning
barrier to agreement
10. Dies-hard bargainers - Lack of trust - Sabotage from weak commitments - Differences in gender and culture - Difficulties in communication
contingency contracts
ZOPA
non-verbal attending
barrier to agreement
11. Group members independently write down ideas for resolvig negotiation then meet a share the ideas
flower child negotiator
brainwriting
non-verbal attending
sequence planning
12. 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!)
base rates
affective route
most common cognitive mistakes in Negotiation
false conflict or illusory conflict
13. Basic human motive concerning preservation of the self versus collective
inductive reasoning
individual collectivism
multiparty negotiations
GRIP goals
14. If we reach agreement - we commit to some option
cognitive route
nonspecific compensation
commitment
relevant polarity framing
15. 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
verbal minimal encouragers
circular logrolli
multiparty negotiations
illusion of transparecy
16. Members who are attracted to the group
illusory correlation
divergent thinking
common identity groups
multiparty negotiations
17. Focus on commonalities - Address need and interests - Commit to meet all parties needs - exchange info and ideas - invent options for mutual gain - use objective criteria to set standards
knowledge based trust
base rates
integrative negotiation
reservation price
18. Believing something is true even after it has been proven not
joint gain
perseverance effect
common bond groups
distributive negotiations
19. A situation in which conflict does not exist between people yet they erroneously perceive the presence of conflict
seller status framing
illusion of transparecy
false conflict or illusory conflict
common identity groups
20. What you really care about - wants needs etc
key steps in integrative negotiation
an interest in negotiation
setting limits
defend/attack spirals
21. Your Best Alternative To a Negotiated Agreement
BATNA
reservation price
inductive reasoning
legitimacy
22. Grounded in complete empathy with another persons desires and intentions
nonspecific compensation
argument dilution
identification based trust
setting limits
23. We feel obligated to return in kind what others have offered or given us
reciprocity principle
sequence planning
active listening activities
inductive reasoning
24. Expand the amount of available resources
base rates
barrier to agreement
integrative negotiation
tunnel vision
25. The strenght of positive relations within a team
cohension
exploration of options
integrative negotiation
relationship issues
26. Prepare self with positive - engaged attitude exp Pike Place Fish market in Seattle - It doesn't matter where you work - you get to choose your attitude ( Nodding your head - removing physical barriers)
unbundling
non-verbal attending
inert knowledge problem
illusory correlation
27. The worst agreement you're willing to accept ('walk-away')
some options by redefining the problems (alternative solutions)
non-verbal attending
reservation price
relevant polarity framing
28. Division of large - all encompassing issues into smaller more manageable ones
some guild lines in evaluating options and reaching a consensus
active listening activities
unbundling
multiphase negotiations
29. '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
inductive reasoning
illusory correlation
aspect ratio framing
relevant polarity framing
30. Clarify the meaning of communications and check perceptions with the speaker exp. paraphrase in own words
egalitarianism hierarchy
convergent thinking
contingency contracts
reflections
31. Skilled negotiators were significantly more likely to set upper and lower limits - planning was done in terms of ranges - more flexible than average negotiators
cohension
equal concession negotiaitor
setting limits
social striving
32. Average Negotiators more reliant on sequence planning - Skilled Negotiators more likely to use issue planning (more flexible plan)
relationship issues
BATNA
sequence vs. issue planning
GRIP goals
33. Irrational excalation - Partisian Perceptions - Unreasonable expectations - Overconfidence - Unchecked emotions
errors that prevent agreement
illusory correlation
deterrence based trust
most common cognitive mistakes in Negotiation
34. Coalitions can form among parties - Natural Coalitions:allies share a broad range of common interests - there are likely to be frequent allies - single-issue coalitions:Parties difffer on other issues unite on singe issue - might be Strange Bedfellow
multiparty negotiations
circular logrolli
affective route
gamblers fallacy
35. The strategy of trading off in a negotiaion so as to capitalize on differet strengths of preference
key steps in integrative negotiation
tunnel vision
common bond groups
logrolling
36. Based on intuition and emotion
affective route
identification based trust
divergent thinking
egalitarianism hierarchy
37. 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
pivotal power
an interest in negotiation
impossibilty theorem
distributive negotiations
38. External standards or precedents that might convince one or both parties that a proposed agreement is fair
legitimacy
divergent thinking
GRIP goals
joint gain
39. The tendency to treat chance events as though they have a built in evening out mechanism
reciprocity principle
gamblers fallacy
flower child negotiator
cohension
40. BATNA - Reservation Price - ZOPA - Value Creation through Trades
relationship issues
key components in Negotiation
illusion of transparecy
legitimacy
41. Someone who is too concerned with win-win negotiations they forget to claim resources
reflections
flower child negotiator
divergent thinking
sunk cost framing
42. Brainstorming - electronic brainstorming - surveys
ways to generate options to a problem
logrolling
exploration of options
integrative negotiation
43. Skilled negotiators tended to avoid saying gratuitous things about themselves - avoided self descriptions of 'fair' or 'reasonable' and comments such as generous offer
exploration of options
social striving
relevant polarity framing
irritators
44. The total of the gains earned by each party in the negotiation
exploration of options
affective route
nonspecific compensation
joint gain
45. 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
some guild lines in evaluating options and reaching a consensus
enlightened negotiator
perseverance effect
false conflict or illusory conflict
46. The ability to change a losing coalition into winning coalition
individual collectivism
legitimacy
premature consessions
pivotal power
47. Negotiators thinking they are revealing more information that they actually are
BATNA
illusion of transparecy
errors that prevent agreement
options
48. Skilled negotiators considered a wider range of outcomes or options than did average negotiators - they seem to demonstrate a willingness to consider counterparts' options
illusory correlation
aspect ratio framing
social loafing
exploration of options
49. Form of hypothesis testing - or trial and error
inductive reasoning
verbal minimal encouragers
identification based trust
egalitarianism hierarchy
50. Define problem which will be acceptable to both sides - state problem with an eye toward practicality and comprehensiveness - state problem and id the obstacles in obtaining it - don't make the problem personal - separate the problem definition from
things to look for when identifying and define the problem
dispositional attribution
relationship issues
errors that prevent agreement