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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. The derivation of group preference from individual preference is indeterminate
reflections
commitment
impossibilty theorem
flower child negotiator
2. 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
knowledge based trust
things to look for when identifying and define the problem
active listening activities
sequence planning
3. Clients are treated like partners
sunk cost framing
an interest in negotiation
pivotal power
partnership model
4. Means by which people influence others
inductive reasoning
contingency contracts
egalitarianism hierarchy
ways to generate options to a problem
5. Sellers of a product/service will place a higher value on the product/service than will the buyer or third party.
options
endowment effect
knowledge based trust
social loafing
6. Based on consistency of behvior
Particularism
deterrence based trust
unbundling
circular logrolli
7. The total of the gains earned by each party in the negotiation
flower child negotiator
joint gain
distributive negotiations
affective route
8. Often - a consumer is willing to pay more for the identical product or service sold at a swank specialty shop than at discount store. There is a tendency to assign a greater value to the quality of the transaction over the actual intrinsic worth of a
errors that prevent agreement
base rates
functional fixedness
seller status framing
9. The process of drawing logical conclusions
deductive reasoning
horizon thinkng
endowment effect
gamblers fallacy
10. Making projections about future outcomes
ways to generate options to a problem
horizon thinkng
logrolling
egalitarianism hierarchy
11. Tendency for people in group negotiations to underestimate the number of feasible options
base rates
tunnel vision
commitment
non-verbal attending
12. Someone who is too concerned with win-win negotiations they forget to claim resources
tunnel vision
false conflict or illusory conflict
flower child negotiator
multiparty negotiations
13. Also known as Reflective Listening - as we can reflect on what was said - how it was said - and the nonverbal cues
integrative negotiation
multiparty negotiations
active listening
brainwriting
14. The strategy of trading off in a negotiaion so as to capitalize on differet strengths of preference
gamblers fallacy
multiparty negotiations
logrolling
an interest in negotiation
15. Division of large - all encompassing issues into smaller more manageable ones
deterrence based trust
reflections
common identity groups
unbundling
16. Agreements wherein negotiators make bets based on their differences in beliefs forecasts risk profiles and interests
equal concession negotiaitor
nonspecific compensation
knowledge based trust
contingency contracts
17. Negotiators thinking they are revealing more information that they actually are
illusion of transparecy
tunnel vision
egalitarianism hierarchy
an interest in negotiation
18. Irrational excalation - Partisian Perceptions - Unreasonable expectations - Overconfidence - Unchecked emotions
key components in Negotiation
enlightened negotiator
errors that prevent agreement
reflections
19. Skilled negotiators considered a wider range of outcomes or options than did average negotiators - they seem to demonstrate a willingness to consider counterparts' options
old fashioned negotiator
exploration of options
distributive negotiations
dispositional attribution
20. Identify and define the problem - Understand the problem fully - identify interests and needs on both sides - Generate alternative solutions - Evaluate and select among alternative
key steps in integrative negotiation
relevant polarity framing
communication in negotiaion
false conflict or illusory conflict
21. 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
most common cognitive mistakes in Negotiation
old fashioned negotiator
circular logrolli
multiphase negotiations
22. The tendency to treat chance events as though they have a built in evening out mechanism
flower child negotiator
sequence planning
gamblers fallacy
contingency contracts
23. Basic human motive concerning preservation of the self versus collective
individual collectivism
integrative negotiation
base rates
reflections
24. Out of the box thinking
divergent thinking
non-verbal attending
flower child negotiator
commitment
25. One that calls into question anothers character
dispositional attribution
key components in Negotiation
setting limits
commitment
26. Clarify the meaning of communications and check perceptions with the speaker exp. paraphrase in own words
reflections
key components in Negotiation
inductive reasoning
tunnel vision
27. Based on rational and deliberate thoughts
divergent thinking
walk away alternative
key components in Negotiation
cognitive route
28. 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
base rates
unbundling
an interest in negotiation
aspect ratio framing
29. Members who are attracted to particular members
relevant polarity framing
unbundling
common bond groups
commitment
30. 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
joint gain
BATNA
some guild lines in evaluating options and reaching a consensus
gamblers fallacy
31. The ability to change a losing coalition into winning coalition
old fashioned negotiator
logrolling
issue mix
pivotal power
32. Splitting the difference or compromising which is ofern mistaken for win-win negotiaitions
horizon thinkng
relationship issues
equal concession negotiaitor
inductive reasoning
33. Expand the amount of available resources
integrative negotiation
non-verbal attending
exploration of options
problem solving model
34. 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
identification based trust
joint gain
argument dilution
circular logrolli
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
some options by redefining the problems (alternative solutions)
sequence vs. issue planning
inert knowledge problem
integrative negotiation
36. The union of both parties issue sets
issue mix
an interest in negotiation
dispositional attribution
some guild lines in evaluating options and reaching a consensus
37. Skilled negotiators - if they decided to attack - gave no warning and attacked severely
gamblers fallacy
horizon thinkng
defend/attack spirals
identification based trust
38. Skilled negotiators tended to avoid saying gratuitous things about themselves - avoided self descriptions of 'fair' or 'reasonable' and comments such as generous offer
sequence planning
cognitive route
things to look for when identifying and define the problem
irritators
39. Goals and interests related to: Gain - relationship - identity - process
legitimacy
errors that prevent agreement
things to look for when identifying and define the problem
GRIP goals
40. External standards or precedents that might convince one or both parties that a proposed agreement is fair
sequence planning
legitimacy
brainwriting
partnership model
41. Listening actively and empathetically to whatever the other party says
pivotal power
options
flower child negotiator
communication in negotiaion
42. Grounded in complete empathy with another persons desires and intentions
flower child negotiator
circular logrolli
identification based trust
relevant polarity framing
43. Skilled negotiators were significantly more likely to set upper and lower limits - planning was done in terms of ranges - more flexible than average negotiators
circular logrolli
commitment
a position in negotiation
setting limits
44. '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
reflections
a position in negotiation
relevant polarity framing
defend/attack spirals
45. We feel obligated to return in kind what others have offered or given us
walk away alternative
active listening
premature consessions
reciprocity principle
46. The worst agreement you're willing to accept ('walk-away')
multiparty negotiations
reservation price
endowment effect
divergent thinking
47. 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)
non-verbal attending
Particularism
problem solving model
defend/attack spirals
48. The frequency with which some event or pattern occurs in the general population
social loafing
some guild lines in evaluating options and reaching a consensus
base rates
ZOPA
49. 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
identification based trust
distributive negotiations
illusion of transparecy
50. Members who are attracted to the group
setting limits
inductive reasoning
common identity groups
deductive reasoning