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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. If we reach agreement - we commit to some option
gamblers fallacy
commitment
an interest in negotiation
partnership model
2. Zone Of Possible Aggreements defined by range between parties' reservation prices
communication in negotiaion
some options by redefining the problems (alternative solutions)
ZOPA
circular logrolli
3. When a problem solver bases a strategy on familiar methods
affective route
functional fixedness
multiparty negotiations
brainwriting
4. Skilled negotiators - if they decided to attack - gave no warning and attacked severely
dispositional attribution
BATNA
defend/attack spirals
equal concession negotiaitor
5. What you say you want - your solution
a position in negotiation
joint gain
issue mix
argument dilution
6. BATNA - Reservation Price - ZOPA - Value Creation through Trades
barrier to agreement
key components in Negotiation
old fashioned negotiator
verbal minimal encouragers
7. Possible agreements or part of agreemenrrs that you might reach with your negotiation party
deterrence based trust
options
a position in negotiation
key steps in integrative negotiation
8. The tendency to treat chance events as though they have a built in evening out mechanism
gamblers fallacy
Particularism
integrative negotiation
old fashioned negotiator
9. 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
distributive negotiations
walk away alternative
some options by redefining the problems (alternative solutions)
some guild lines in evaluating options and reaching a consensus
10. Negotiator unilaterally deduces what the counterpartys true interests are - and where the joint gains are by listening to their responses in negotiation
inductive reasoning
unbundling
reservation price
knowledge based trust
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
horizon thinkng
illusion of transparecy
common identity groups
multiphase negotiations
12. Goals and interests related to: Gain - relationship - identity - process
illusory correlation
impossibilty theorem
gamblers fallacy
GRIP goals
13. Listening actively and empathetically to whatever the other party says
perseverance effect
active listening
communication in negotiaion
some guild lines in evaluating options and reaching a consensus
14. 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
argument dilution
integrative negotiation
relevant polarity framing
things to look for when identifying and define the problem
15. 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!)
social loafing
a position in negotiation
key steps in integrative negotiation
most common cognitive mistakes in Negotiation
16. Someone who is too concerned with win-win negotiations they forget to claim resources
flower child negotiator
active listening
partnership model
key components in Negotiation
17. Based on rational and deliberate thoughts
cognitive route
nonspecific compensation
communication in negotiaion
argument dilution
18. How much utility we derive depends on who is providing it
active listening activities
Particularism
illusion of transparecy
sequence vs. issue planning
19. 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
non-verbal attending
circular logrolli
multiphase negotiations
convergent thinking
20. Prepare to listen - Non-verbal attending - Verbally interact with and Encourage the speaker(helps ensure understanding)
nonspecific compensation
active listening activities
false conflict or illusory conflict
circular logrolli
21. Irrational excalation - Partisian Perceptions - Unreasonable expectations - Overconfidence - Unchecked emotions
legitimacy
integrative negotiation
errors that prevent agreement
most common cognitive mistakes in Negotiation
22. Working harder in a group
logrolling
communication in negotiaion
circular logrolli
social striving
23. 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.
relevant polarity framing
some options by redefining the problems (alternative solutions)
unbundling
sequence planning
24. Dies-hard bargainers - Lack of trust - Sabotage from weak commitments - Differences in gender and culture - Difficulties in communication
gamblers fallacy
ZOPA
errors that prevent agreement
barrier to agreement
25. Based on intuition and emotion
errors that prevent agreement
affective route
problem solving model
logrolling
26. Out of the box thinking
non-verbal attending
key components in Negotiation
divergent thinking
inductive reasoning
27. The frequency with which some event or pattern occurs in the general population
base rates
distributive negotiations
ways to generate options to a problem
common bond groups
28. Division of large - all encompassing issues into smaller more manageable ones
BATNA
some guild lines in evaluating options and reaching a consensus
unbundling
individual collectivism
29. Making projections about future outcomes
horizon thinkng
aspect ratio framing
flower child negotiator
argument dilution
30. 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
non-verbal attending
a position in negotiation
seller status framing
sequence vs. issue planning
31. Means by which people influence others
circular logrolli
relevant polarity framing
sequence vs. issue planning
egalitarianism hierarchy
32. What can i do if i walk away without agreement? which is best
key steps in integrative negotiation
walk away alternative
joint gain
illusion of transparecy
33. Someone who realizes both that the pie can be expanded and who does not forget to claim resources
an interest in negotiation
equal concession negotiaitor
enlightened negotiator
premature consessions
34. The strategy of trading off in a negotiaion so as to capitalize on differet strengths of preference
distributive negotiations
most common cognitive mistakes in Negotiation
logrolling
deterrence based trust
35. Group members independently write down ideas for resolvig negotiation then meet a share the ideas
problem solving model
logrolling
brainwriting
reservation price
36. Working less hard in a group
social loafing
relationship issues
problem solving model
GRIP goals
37. 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
common bond groups
multiparty negotiations
joint gain
a position in negotiation
38. Negotiators thinking they are revealing more information that they actually are
things to look for when identifying and define the problem
convergent thinking
illusion of transparecy
dispositional attribution
39. Basic human motive concerning preservation of the self versus collective
individual collectivism
deterrence based trust
old fashioned negotiator
functional fixedness
40. Agreements wherein negotiators make bets based on their differences in beliefs forecasts risk profiles and interests
contingency contracts
barrier to agreement
tunnel vision
sunk cost framing
41. Brainstorming - electronic brainstorming - surveys
tunnel vision
false conflict or illusory conflict
functional fixedness
ways to generate options to a problem
42. Members who are attracted to particular members
inductive reasoning
common bond groups
integrative negotiation
multiparty negotiations
43. Grounded bahvioral predicatability and it occurs when a person has enough information about others to understand them and accurately predict their behavior
problem solving model
knowledge based trust
barrier to agreement
some options by redefining the problems (alternative solutions)
44. The worst agreement you're willing to accept ('walk-away')
deterrence based trust
reservation price
distributive negotiations
irritators
45. External standards or precedents that might convince one or both parties that a proposed agreement is fair
legitimacy
premature consessions
active listening activities
integrative negotiation
46. Mental model of negotiation in which people consider negotiation to be the task of definin and solving a problem
problem solving model
an interest in negotiation
enlightened negotiator
logrolling
47. Splitting the difference or compromising which is ofern mistaken for win-win negotiaitions
BATNA
non-verbal attending
legitimacy
equal concession negotiaitor
48. Skilled negotiators were significantly more likely to set upper and lower limits - planning was done in terms of ranges - more flexible than average negotiators
ZOPA
issue mix
setting limits
partnership model
49. Unable to acces knowledge when we need it
inert knowledge problem
multiparty negotiations
pivotal power
individual collectivism
50. '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
premature consessions
partnership model
seller status framing
relevant polarity framing