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. Grounded in complete empathy with another persons desires and intentions
nonspecific compensation
premature consessions
barrier to agreement
identification based trust
2. The frequency with which some event or pattern occurs in the general population
social striving
base rates
dispositional attribution
gamblers fallacy
3. Average Negotiators more reliant on sequence planning - Skilled Negotiators more likely to use issue planning (more flexible plan)
sequence vs. issue planning
things to look for when identifying and define the problem
key components in Negotiation
active listening
4. Someone who realizes both that the pie can be expanded and who does not forget to claim resources
enlightened negotiator
endowment effect
defend/attack spirals
GRIP goals
5. Grounded bahvioral predicatability and it occurs when a person has enough information about others to understand them and accurately predict their behavior
non-verbal attending
reflections
impossibilty theorem
knowledge based trust
6. 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
partnership model
distributive negotiations
impossibilty theorem
cohension
7. The union of both parties issue sets
enlightened negotiator
key steps in integrative negotiation
issue mix
social striving
8. Words and sounds - E.g. Really? - You're kidding! - Then what happened - Uh-huh
divergent thinking
dispositional attribution
verbal minimal encouragers
circular logrolli
9. Skilled negotiators were significantly more likely to set upper and lower limits - planning was done in terms of ranges - more flexible than average negotiators
an interest in negotiation
setting limits
issue mix
barrier to agreement
10. Agreements wherein negotiators make bets based on their differences in beliefs forecasts risk profiles and interests
commitment
contingency contracts
endowment effect
enlightened negotiator
11. Unable to acces knowledge when we need it
functional fixedness
errors that prevent agreement
reflections
inert knowledge problem
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
things to look for when identifying and define the problem
individual collectivism
BATNA
13. 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
impossibilty theorem
equal concession negotiaitor
some guild lines in evaluating options and reaching a consensus
setting limits
14. The total of the gains earned by each party in the negotiation
aspect ratio framing
convergent thinking
joint gain
unbundling
15. 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
enlightened negotiator
ways to generate options to a problem
distributive negotiations
integrative negotiation
16. When a problem solver bases a strategy on familiar methods
functional fixedness
common bond groups
nonspecific compensation
reservation price
17. Out of the box thinking
endowment effect
tunnel vision
divergent thinking
convergent thinking
18. '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
legitimacy
BATNA
relevant polarity framing
19. If we reach agreement - we commit to some option
walk away alternative
impossibilty theorem
illusory correlation
commitment
20. One negotiator receives what he or she wants and the other is compensated by some method that was initially out of reach
functional fixedness
non-verbal attending
distributive negotiations
nonspecific compensation
21. Based on intuition and emotion
affective route
functional fixedness
illusion of transparecy
partnership model
22. 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
active listening activities
premature consessions
some options by redefining the problems (alternative solutions)
enlightened negotiator
23. External standards or precedents that might convince one or both parties that a proposed agreement is fair
legitimacy
flower child negotiator
aspect ratio framing
key components in Negotiation
24. 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
base rates
endowment effect
multiphase negotiations
Particularism
25. 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
ZOPA
things to look for when identifying and define the problem
walk away alternative
impossibilty theorem
26. 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)
contingency contracts
distributive negotiations
things to look for when identifying and define the problem
non-verbal attending
27. Working less hard in a group
social loafing
reciprocity principle
functional fixedness
contingency contracts
28. The process of drawing logical conclusions
deductive reasoning
enlightened negotiator
relevant polarity framing
knowledge based trust
29. 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.
pivotal power
nonspecific compensation
partnership model
sunk cost framing
30. The strategy of trading off in a negotiaion so as to capitalize on differet strengths of preference
logrolling
legitimacy
enlightened negotiator
individual collectivism
31. Expand the amount of available resources
a position in negotiation
defend/attack spirals
integrative negotiation
errors that prevent agreement
32. Skilled negotiators - if they decided to attack - gave no warning and attacked severely
horizon thinkng
individual collectivism
endowment effect
defend/attack spirals
33. Identify and define the problem - Understand the problem fully - identify interests and needs on both sides - Generate alternative solutions - Evaluate and select among alternative
a position in negotiation
Particularism
illusion of transparecy
key steps in integrative negotiation
34. Mental model of negotiation in which people consider negotiation to be the task of definin and solving a problem
inductive reasoning
problem solving model
sequence vs. issue planning
multiparty negotiations
35. Brainstorming - electronic brainstorming - surveys
a position in negotiation
ways to generate options to a problem
common identity groups
setting limits
36. Making concessions on issues before they are even requested
premature consessions
deterrence based trust
common bond groups
key steps in integrative negotiation
37. 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
errors that prevent agreement
identification based trust
ZOPA
38. Based on consistency of behvior
deterrence based trust
joint gain
partnership model
argument dilution
39. What can i do if i walk away without agreement? which is best
communication in negotiaion
walk away alternative
common bond groups
some guild lines in evaluating options and reaching a consensus
40. Tendency for people in group negotiations to underestimate the number of feasible options
tunnel vision
active listening activities
setting limits
divergent thinking
41. Believing something is true even after it has been proven not
cohension
perseverance effect
communication in negotiaion
defend/attack spirals
42. Members who are attracted to the group
inductive reasoning
base rates
contingency contracts
common identity groups
43. Division of large - all encompassing issues into smaller more manageable ones
illusion of transparecy
unbundling
distributive negotiations
integrative negotiation
44. Working harder in a group
key components in Negotiation
enlightened negotiator
GRIP goals
social striving
45. Someone who believs one must adopt a tough hard stance to negotiate
common identity groups
defend/attack spirals
old fashioned negotiator
multiparty negotiations
46. Making projections about future outcomes
key components in Negotiation
horizon thinkng
aspect ratio framing
cognitive route
47. 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
seller status framing
common bond groups
contingency contracts
verbal minimal encouragers
48. What you really care about - wants needs etc
commitment
an interest in negotiation
multiphase negotiations
illusory correlation
49. Also known as Reflective Listening - as we can reflect on what was said - how it was said - and the nonverbal cues
communication in negotiaion
base rates
active listening
convergent thinking
50. The tendency to treat chance events as though they have a built in evening out mechanism
gamblers fallacy
legitimacy
common bond groups
logrolling