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Test your basic knowledge |
Negotiation
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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. 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.
circular logrolli
verbal minimal encouragers
argument dilution
reflections
2. 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
issue mix
multiparty negotiations
a position in negotiation
some guild lines in evaluating options and reaching a consensus
3. Mental model of negotiation in which people consider negotiation to be the task of definin and solving a problem
problem solving model
exploration of options
reciprocity principle
BATNA
4. 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.
illusory correlation
sunk cost framing
defend/attack spirals
exploration of options
5. Believing something is true even after it has been proven not
commitment
perseverance effect
endowment effect
social striving
6. The frequency with which some event or pattern occurs in the general population
partnership model
multiparty negotiations
irritators
base rates
7. The worst agreement you're willing to accept ('walk-away')
reservation price
seller status framing
key components in Negotiation
social striving
8. 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
setting limits
a position in negotiation
most common cognitive mistakes in Negotiation
9. Proceed towards one answer
legitimacy
illusion of transparecy
BATNA
convergent thinking
10. 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
aspect ratio framing
enlightened negotiator
perseverance effect
convergent thinking
11. The process of drawing logical conclusions
deductive reasoning
common bond groups
a position in negotiation
functional fixedness
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!)
non-verbal attending
common bond groups
most common cognitive mistakes in Negotiation
cohension
13. Listening actively and empathetically to whatever the other party says
some options by redefining the problems (alternative solutions)
premature consessions
enlightened negotiator
communication in negotiaion
14. BATNA - Reservation Price - ZOPA - Value Creation through Trades
GRIP goals
key components in Negotiation
knowledge based trust
brainwriting
15. Possible agreements or part of agreemenrrs that you might reach with your negotiation party
ways to generate options to a problem
convergent thinking
gamblers fallacy
options
16. Grounded bahvioral predicatability and it occurs when a person has enough information about others to understand them and accurately predict their behavior
social loafing
knowledge based trust
verbal minimal encouragers
common bond groups
17. 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)
pivotal power
non-verbal attending
most common cognitive mistakes in Negotiation
egalitarianism hierarchy
18. Someone who is too concerned with win-win negotiations they forget to claim resources
integrative negotiation
impossibilty theorem
flower child negotiator
key steps in integrative negotiation
19. Working less hard in a group
social loafing
distributive negotiations
egalitarianism hierarchy
problem solving model
20. Based on intuition and emotion
individual collectivism
illusion of transparecy
affective route
enlightened negotiator
21. 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
aspect ratio framing
unbundling
non-verbal attending
seller status framing
22. Division of large - all encompassing issues into smaller more manageable ones
unbundling
convergent thinking
sequence vs. issue planning
active listening activities
23. 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
multiparty negotiations
setting limits
some options by redefining the problems (alternative solutions)
social striving
24. Your Best Alternative To a Negotiated Agreement
gamblers fallacy
active listening activities
illusion of transparecy
BATNA
25. One that calls into question anothers character
argument dilution
brainwriting
sequence planning
dispositional attribution
26. Making concessions on issues before they are even requested
aspect ratio framing
premature consessions
legitimacy
divergent thinking
27. Dies-hard bargainers - Lack of trust - Sabotage from weak commitments - Differences in gender and culture - Difficulties in communication
identification based trust
social loafing
barrier to agreement
base rates
28. 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
multiparty negotiations
irritators
relationship issues
29. Brainstorming - electronic brainstorming - surveys
ways to generate options to a problem
enlightened negotiator
defend/attack spirals
old fashioned negotiator
30. The union of both parties issue sets
ZOPA
convergent thinking
issue mix
joint gain
31. Based on consistency of behvior
a position in negotiation
deterrence based trust
options
reciprocity principle
32. We feel obligated to return in kind what others have offered or given us
reciprocity principle
barrier to agreement
sunk cost framing
communication in negotiaion
33. Zone Of Possible Aggreements defined by range between parties' reservation prices
common bond groups
ZOPA
nonspecific compensation
egalitarianism hierarchy
34. reliability - mutual acceptance - emotions
equal concession negotiaitor
common identity groups
relationship issues
sequence vs. issue planning
35. 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
horizon thinkng
impossibilty theorem
integrative negotiation
non-verbal attending
36. Group members independently write down ideas for resolvig negotiation then meet a share the ideas
key steps in integrative negotiation
brainwriting
common identity groups
key components in Negotiation
37. What you say you want - your solution
nonspecific compensation
integrative negotiation
verbal minimal encouragers
a position in negotiation
38. The derivation of group preference from individual preference is indeterminate
multiphase negotiations
ZOPA
individual collectivism
impossibilty theorem
39. External standards or precedents that might convince one or both parties that a proposed agreement is fair
inductive reasoning
illusory correlation
legitimacy
problem solving model
40. The tendency to treat chance events as though they have a built in evening out mechanism
relevant polarity framing
ways to generate options to a problem
barrier to agreement
gamblers fallacy
41. The total of the gains earned by each party in the negotiation
illusory correlation
joint gain
sequence planning
key components in Negotiation
42. When a problem solver bases a strategy on familiar methods
functional fixedness
logrolling
social striving
deterrence based trust
43. Tendency for people in group negotiations to underestimate the number of feasible options
tunnel vision
exploration of options
circular logrolli
deductive reasoning
44. Splitting the difference or compromising which is ofern mistaken for win-win negotiaitions
active listening
equal concession negotiaitor
setting limits
egalitarianism hierarchy
45. Irrational excalation - Partisian Perceptions - Unreasonable expectations - Overconfidence - Unchecked emotions
multiparty negotiations
affective route
errors that prevent agreement
active listening
46. Expand the amount of available resources
integrative negotiation
social striving
BATNA
base rates
47. Average Negotiators more reliant on sequence planning - Skilled Negotiators more likely to use issue planning (more flexible plan)
sequence vs. issue planning
impossibilty theorem
equal concession negotiaitor
partnership model
48. How much utility we derive depends on who is providing it
sequence vs. issue planning
Particularism
errors that prevent agreement
equal concession negotiaitor
49. The strenght of positive relations within a team
options
dispositional attribution
cohension
endowment effect
50. Sellers of a product/service will place a higher value on the product/service than will the buyer or third party.
multiparty negotiations
integrative negotiation
endowment effect
commitment
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