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Negotiation

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. 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






2. What you really care about - wants needs etc






3. Members who are attracted to the group






4. Proceed towards one answer






5. Group members independently write down ideas for resolvig negotiation then meet a share the ideas






6. Mental model of negotiation in which people consider negotiation to be the task of definin and solving a problem






7. 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






8. Average Negotiators more reliant on sequence planning - Skilled Negotiators more likely to use issue planning (more flexible plan)






9. reliability - mutual acceptance - emotions






10. Grounded bahvioral predicatability and it occurs when a person has enough information about others to understand them and accurately predict their behavior






11. The total of the gains earned by each party in the negotiation






12. 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.






13. Believing something is true even after it has been proven not






14. Possible agreements or part of agreemenrrs that you might reach with your negotiation party






15. A situation in which conflict does not exist between people yet they erroneously perceive the presence of conflict






16. The process of drawing logical conclusions






17. Based on rational and deliberate thoughts






18. When a problem solver bases a strategy on familiar methods






19. Someone who is too concerned with win-win negotiations they forget to claim resources






20. Unable to acces knowledge when we need it






21. Your Best Alternative To a Negotiated Agreement






22. BATNA - Reservation Price - ZOPA - Value Creation through Trades






23. We feel obligated to return in kind what others have offered or given us






24. 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)






25. 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






26. Identify and define the problem - Understand the problem fully - identify interests and needs on both sides - Generate alternative solutions - Evaluate and select among alternative






27. Basic human motive concerning preservation of the self versus collective






28. Based on consistency of behvior






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






30. Zone Of Possible Aggreements defined by range between parties' reservation prices






31. If we reach agreement - we commit to some option






32. The frequency with which some event or pattern occurs in the general population






33. Skilled negotiators were significantly more likely to set upper and lower limits - planning was done in terms of ranges - more flexible than average negotiators






34. Skilled negotiators - if they decided to attack - gave no warning and attacked severely






35. See invalid correlations between events






36. Making concessions on issues before they are even requested






37. 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






38. Members who are attracted to particular members






39. Working harder in a group






40. The worst agreement you're willing to accept ('walk-away')






41. 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






42. The union of both parties issue sets






43. Negotiators thinking they are revealing more information that they actually are






44. The strategy of trading off in a negotiaion so as to capitalize on differet strengths of preference






45. Clarify the meaning of communications and check perceptions with the speaker exp. paraphrase in own words






46. Also known as Reflective Listening - as we can reflect on what was said - how it was said - and the nonverbal cues






47. Tendency for people in group negotiations to underestimate the number of feasible options






48. One negotiator receives what he or she wants and the other is compensated by some method that was initially out of reach






49. Goals and interests related to: Gain - relationship - identity - process






50. Negotiator unilaterally deduces what the counterpartys true interests are - and where the joint gains are by listening to their responses in negotiation







Sorry!:) No result found.

Can you answer 50 questions in 15 minutes?


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