SUBJECTS
|
BROWSE
|
CAREER CENTER
|
POPULAR
|
JOIN
|
LOGIN
Business Skills
|
Soft Skills
|
Basic Literacy
|
Certifications
About
|
Help
|
Privacy
|
Terms
|
Email
Search
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. Based on consistency of behvior
integrative negotiation
enlightened negotiator
sequence planning
deterrence based trust
2. 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.
most common cognitive mistakes in Negotiation
sequence planning
premature consessions
reflections
3. Also known as Reflective Listening - as we can reflect on what was said - how it was said - and the nonverbal cues
contingency contracts
some options by redefining the problems (alternative solutions)
active listening
gamblers fallacy
4. Grounded bahvioral predicatability and it occurs when a person has enough information about others to understand them and accurately predict their behavior
inductive reasoning
Particularism
illusion of transparecy
knowledge based trust
5. We feel obligated to return in kind what others have offered or given us
dispositional attribution
reciprocity principle
an interest in negotiation
knowledge based trust
6. Agreements wherein negotiators make bets based on their differences in beliefs forecasts risk profiles and interests
errors that prevent agreement
contingency contracts
communication in negotiaion
an interest in negotiation
7. Based on intuition and emotion
affective route
illusion of transparecy
communication in negotiaion
joint gain
8. 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
integrative negotiation
verbal minimal encouragers
seller status framing
false conflict or illusory conflict
9. Skilled negotiators tended to avoid saying gratuitous things about themselves - avoided self descriptions of 'fair' or 'reasonable' and comments such as generous offer
integrative negotiation
irritators
walk away alternative
inductive reasoning
10. Skilled negotiators considered a wider range of outcomes or options than did average negotiators - they seem to demonstrate a willingness to consider counterparts' options
individual collectivism
endowment effect
exploration of options
premature consessions
11. 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
GRIP goals
an interest in negotiation
distributive negotiations
multiphase negotiations
12. Someone who is too concerned with win-win negotiations they forget to claim resources
issue mix
exploration of options
flower child negotiator
inductive reasoning
13. 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)
false conflict or illusory conflict
key steps in integrative negotiation
non-verbal attending
partnership model
14. Clarify the meaning of communications and check perceptions with the speaker exp. paraphrase in own words
reflections
false conflict or illusory conflict
distributive negotiations
knowledge based trust
15. Out of the box thinking
divergent thinking
inductive reasoning
flower child negotiator
an interest in negotiation
16. One negotiator receives what he or she wants and the other is compensated by some method that was initially out of reach
circular logrolli
affective route
contingency contracts
nonspecific compensation
17. '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
argument dilution
relevant polarity framing
barrier to agreement
commitment
18. Based on rational and deliberate thoughts
cognitive route
contingency contracts
tunnel vision
gamblers fallacy
19. Average Negotiators more reliant on sequence planning - Skilled Negotiators more likely to use issue planning (more flexible plan)
sequence vs. issue planning
options
social striving
contingency contracts
20. 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
reciprocity principle
options
verbal minimal encouragers
21. Irrational excalation - Partisian Perceptions - Unreasonable expectations - Overconfidence - Unchecked emotions
options
circular logrolli
errors that prevent agreement
impossibilty theorem
22. A situation in which conflict does not exist between people yet they erroneously perceive the presence of conflict
enlightened negotiator
active listening activities
tunnel vision
false conflict or illusory conflict
23. See invalid correlations between events
illusory correlation
social striving
non-verbal attending
exploration of options
24. Division of large - all encompassing issues into smaller more manageable ones
sunk cost framing
unbundling
sequence planning
BATNA
25. The worst agreement you're willing to accept ('walk-away')
communication in negotiaion
reservation price
social loafing
contingency contracts
26. 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
social striving
multiparty negotiations
legitimacy
tunnel vision
27. Unable to acces knowledge when we need it
integrative negotiation
inert knowledge problem
divergent thinking
some options by redefining the problems (alternative solutions)
28. Believing something is true even after it has been proven not
inductive reasoning
perseverance effect
multiparty negotiations
common identity groups
29. What can i do if i walk away without agreement? which is best
base rates
logrolling
walk away alternative
flower child negotiator
30. Your Best Alternative To a Negotiated Agreement
an interest in negotiation
options
inductive reasoning
BATNA
31. The strategy of trading off in a negotiaion so as to capitalize on differet strengths of preference
identification based trust
logrolling
circular logrolli
problem solving model
32. Someone who realizes both that the pie can be expanded and who does not forget to claim resources
non-verbal attending
enlightened negotiator
egalitarianism hierarchy
common identity groups
33. Prepare to listen - Non-verbal attending - Verbally interact with and Encourage the speaker(helps ensure understanding)
key components in Negotiation
options
active listening activities
ZOPA
34. Members who are attracted to the group
identification based trust
common identity groups
ZOPA
active listening
35. Zone Of Possible Aggreements defined by range between parties' reservation prices
non-verbal attending
relevant polarity framing
BATNA
ZOPA
36. The strenght of positive relations within a team
perseverance effect
integrative negotiation
cohension
defend/attack spirals
37. Form of hypothesis testing - or trial and error
inductive reasoning
social loafing
relationship issues
old fashioned negotiator
38. The ability to change a losing coalition into winning coalition
key components in Negotiation
false conflict or illusory conflict
pivotal power
seller status framing
39. Dies-hard bargainers - Lack of trust - Sabotage from weak commitments - Differences in gender and culture - Difficulties in communication
barrier to agreement
a position in negotiation
partnership model
horizon thinkng
40. 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
false conflict or illusory conflict
some options by redefining the problems (alternative solutions)
illusion of transparecy
cohension
41. 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
unbundling
nonspecific compensation
some guild lines in evaluating options and reaching a consensus
seller status framing
42. 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
walk away alternative
circular logrolli
argument dilution
equal concession negotiaitor
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
setting limits
illusion of transparecy
irritators
unbundling
44. Clients are treated like partners
gamblers fallacy
partnership model
functional fixedness
inductive reasoning
45. How much utility we derive depends on who is providing it
Particularism
key steps in integrative negotiation
errors that prevent agreement
aspect ratio framing
46. Listening actively and empathetically to whatever the other party says
key steps in integrative negotiation
divergent thinking
legitimacy
communication in negotiaion
47. Making projections about future outcomes
sunk cost framing
multiparty negotiations
horizon thinkng
flower child negotiator
48. Mental model of negotiation in which people consider negotiation to be the task of definin and solving a problem
individual collectivism
an interest in negotiation
things to look for when identifying and define the problem
problem solving model
49. Basic human motive concerning preservation of the self versus collective
defend/attack spirals
deterrence based trust
individual collectivism
commitment
50. Members who are attracted to particular members
common bond groups
social striving
deductive reasoning
commitment