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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. Proceed towards one answer
integrative negotiation
social loafing
convergent thinking
active listening
2. Clients are treated like partners
walk away alternative
false conflict or illusory conflict
equal concession negotiaitor
partnership model
3. Clarify the meaning of communications and check perceptions with the speaker exp. paraphrase in own words
tunnel vision
reflections
exploration of options
brainwriting
4. 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!)
communication in negotiaion
tunnel vision
functional fixedness
most common cognitive mistakes in Negotiation
5. Possible agreements or part of agreemenrrs that you might reach with your negotiation party
key steps in integrative negotiation
enlightened negotiator
issue mix
options
6. Irrational excalation - Partisian Perceptions - Unreasonable expectations - Overconfidence - Unchecked emotions
equal concession negotiaitor
key steps in integrative negotiation
errors that prevent agreement
reflections
7. What you say you want - your solution
some options by redefining the problems (alternative solutions)
a position in negotiation
verbal minimal encouragers
integrative negotiation
8. 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
circular logrolli
aspect ratio framing
common bond groups
impossibilty theorem
9. Group members independently write down ideas for resolvig negotiation then meet a share the ideas
egalitarianism hierarchy
ways to generate options to a problem
relevant polarity framing
brainwriting
10. Based on rational and deliberate thoughts
an interest in negotiation
cognitive route
partnership model
irritators
11. Out of the box thinking
divergent thinking
individual collectivism
problem solving model
active listening
12. 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
base rates
cohension
issue mix
13. What you really care about - wants needs etc
nonspecific compensation
an interest in negotiation
argument dilution
pivotal power
14. Division of large - all encompassing issues into smaller more manageable ones
unbundling
pivotal power
problem solving model
individual collectivism
15. '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
multiparty negotiations
walk away alternative
illusion of transparecy
relevant polarity framing
16. 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.
tunnel vision
individual collectivism
sunk cost framing
perseverance effect
17. Based on consistency of behvior
endowment effect
deterrence based trust
equal concession negotiaitor
perseverance effect
18. Someone who believs one must adopt a tough hard stance to negotiate
old fashioned negotiator
logrolling
most common cognitive mistakes in Negotiation
individual collectivism
19. Working less hard in a group
commitment
flower child negotiator
social loafing
enlightened negotiator
20. reliability - mutual acceptance - emotions
BATNA
relationship issues
common identity groups
defend/attack spirals
21. BATNA - Reservation Price - ZOPA - Value Creation through Trades
individual collectivism
key components in Negotiation
reservation price
errors that prevent agreement
22. Unable to acces knowledge when we need it
circular logrolli
relevant polarity framing
setting limits
inert knowledge problem
23. Zone Of Possible Aggreements defined by range between parties' reservation prices
ZOPA
a position in negotiation
key steps in integrative negotiation
equal concession negotiaitor
24. Dies-hard bargainers - Lack of trust - Sabotage from weak commitments - Differences in gender and culture - Difficulties in communication
sequence vs. issue planning
barrier to agreement
sequence planning
multiparty negotiations
25. 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)
Particularism
non-verbal attending
relationship issues
illusion of transparecy
26. Form of hypothesis testing - or trial and error
logrolling
old fashioned negotiator
inductive reasoning
distributive negotiations
27. Splitting the difference or compromising which is ofern mistaken for win-win negotiaitions
things to look for when identifying and define the problem
horizon thinkng
cognitive route
equal concession negotiaitor
28. Grounded in complete empathy with another persons desires and intentions
flower child negotiator
inert knowledge problem
pivotal power
identification based trust
29. Working harder in a group
multiphase negotiations
exploration of options
social striving
partnership model
30. Making concessions on issues before they are even requested
premature consessions
setting limits
options
deductive reasoning
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
deterrence based trust
horizon thinkng
ZOPA
setting limits
32. A situation in which conflict does not exist between people yet they erroneously perceive the presence of conflict
impossibilty theorem
false conflict or illusory conflict
knowledge based trust
key components in Negotiation
33. Words and sounds - E.g. Really? - You're kidding! - Then what happened - Uh-huh
Particularism
GRIP goals
social loafing
verbal minimal encouragers
34. The ability to change a losing coalition into winning coalition
pivotal power
communication in negotiaion
relevant polarity framing
dispositional attribution
35. Prepare to listen - Non-verbal attending - Verbally interact with and Encourage the speaker(helps ensure understanding)
barrier to agreement
common bond groups
most common cognitive mistakes in Negotiation
active listening activities
36. Skilled negotiators considered a wider range of outcomes or options than did average negotiators - they seem to demonstrate a willingness to consider counterparts' options
non-verbal attending
exploration of options
communication in negotiaion
base rates
37. Skilled negotiators tended to avoid saying gratuitous things about themselves - avoided self descriptions of 'fair' or 'reasonable' and comments such as generous offer
gamblers fallacy
ZOPA
commitment
irritators
38. We feel obligated to return in kind what others have offered or given us
an interest in negotiation
joint gain
ZOPA
reciprocity principle
39. Tendency for people in group negotiations to underestimate the number of feasible options
inductive reasoning
tunnel vision
commitment
active listening activities
40. 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.
argument dilution
relevant polarity framing
non-verbal attending
Particularism
41. One negotiator receives what he or she wants and the other is compensated by some method that was initially out of reach
Particularism
relevant polarity framing
nonspecific compensation
base rates
42. The tendency to treat chance events as though they have a built in evening out mechanism
ways to generate options to a problem
gamblers fallacy
active listening activities
enlightened negotiator
43. The union of both parties issue sets
multiphase negotiations
equal concession negotiaitor
individual collectivism
issue mix
44. Basic human motive concerning preservation of the self versus collective
social striving
individual collectivism
unbundling
cohension
45. Negotiator unilaterally deduces what the counterpartys true interests are - and where the joint gains are by listening to their responses in negotiation
false conflict or illusory conflict
commitment
inductive reasoning
functional fixedness
46. The derivation of group preference from individual preference is indeterminate
seller status framing
premature consessions
defend/attack spirals
impossibilty theorem
47. Agreements wherein negotiators make bets based on their differences in beliefs forecasts risk profiles and interests
divergent thinking
errors that prevent agreement
contingency contracts
enlightened negotiator
48. 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
some options by redefining the problems (alternative solutions)
GRIP goals
seller status framing
dispositional attribution
49. 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.
verbal minimal encouragers
affective route
sequence planning
key steps in integrative negotiation
50. 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
multiphase negotiations
functional fixedness
old fashioned negotiator
identification based trust