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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. 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
convergent thinking
multiparty negotiations
active listening
an interest in negotiation
2. Listening actively and empathetically to whatever the other party says
functional fixedness
communication in negotiaion
identification based trust
active listening activities
3. Members who are attracted to particular members
contingency contracts
affective route
ways to generate options to a problem
common bond groups
4. The derivation of group preference from individual preference is indeterminate
impossibilty theorem
inductive reasoning
verbal minimal encouragers
irritators
5. Means by which people influence others
individual collectivism
seller status framing
irritators
egalitarianism hierarchy
6. Prepare to listen - Non-verbal attending - Verbally interact with and Encourage the speaker(helps ensure understanding)
active listening activities
problem solving model
circular logrolli
perseverance effect
7. reliability - mutual acceptance - emotions
relationship issues
illusory correlation
horizon thinkng
argument dilution
8. Dies-hard bargainers - Lack of trust - Sabotage from weak commitments - Differences in gender and culture - Difficulties in communication
ZOPA
illusory correlation
sunk cost framing
barrier to agreement
9. Negotiators thinking they are revealing more information that they actually are
aspect ratio framing
relationship issues
illusion of transparecy
dispositional attribution
10. One negotiator receives what he or she wants and the other is compensated by some method that was initially out of reach
nonspecific compensation
BATNA
active listening
old fashioned negotiator
11. Average Negotiators more reliant on sequence planning - Skilled Negotiators more likely to use issue planning (more flexible plan)
things to look for when identifying and define the problem
sequence vs. issue planning
illusory correlation
commitment
12. Basic human motive concerning preservation of the self versus collective
individual collectivism
some options by redefining the problems (alternative solutions)
common bond groups
social striving
13. We feel obligated to return in kind what others have offered or given us
reciprocity principle
old fashioned negotiator
defend/attack spirals
brainwriting
14. Negotiator unilaterally deduces what the counterpartys true interests are - and where the joint gains are by listening to their responses in negotiation
base rates
active listening
inductive reasoning
gamblers fallacy
15. What you really care about - wants needs etc
common identity groups
commitment
an interest in negotiation
endowment effect
16. 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
logrolling
identification based trust
defend/attack spirals
distributive negotiations
17. Group members independently write down ideas for resolvig negotiation then meet a share the ideas
perseverance effect
brainwriting
setting limits
walk away alternative
18. Someone who realizes both that the pie can be expanded and who does not forget to claim resources
barrier to agreement
enlightened negotiator
illusory correlation
brainwriting
19. Grounded bahvioral predicatability and it occurs when a person has enough information about others to understand them and accurately predict their behavior
circular logrolli
sequence vs. issue planning
knowledge based trust
perseverance effect
20. The worst agreement you're willing to accept ('walk-away')
reservation price
pivotal power
base rates
logrolling
21. 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)
cognitive route
non-verbal attending
ZOPA
sunk cost framing
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
commitment
defend/attack spirals
ZOPA
some options by redefining the problems (alternative solutions)
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.
aspect ratio framing
ways to generate options to a problem
sequence planning
base rates
24. Working harder in a group
affective route
social striving
reflections
barrier to agreement
25. BATNA - Reservation Price - ZOPA - Value Creation through Trades
key components in Negotiation
a position in negotiation
some options by redefining the problems (alternative solutions)
sunk cost framing
26. 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
affective route
some options by redefining the problems (alternative solutions)
multiphase negotiations
premature consessions
27. Brainstorming - electronic brainstorming - surveys
ways to generate options to a problem
walk away alternative
cognitive route
inductive reasoning
28. If we reach agreement - we commit to some option
integrative negotiation
commitment
pivotal power
exploration of options
29. How much utility we derive depends on who is providing it
enlightened negotiator
active listening activities
deterrence based trust
Particularism
30. Members who are attracted to the group
reciprocity principle
common identity groups
cohension
walk away alternative
31. Proceed towards one answer
argument dilution
seller status framing
convergent thinking
knowledge based trust
32. Goals and interests related to: Gain - relationship - identity - process
GRIP goals
seller status framing
irritators
common bond groups
33. Skilled negotiators considered a wider range of outcomes or options than did average negotiators - they seem to demonstrate a willingness to consider counterparts' options
seller status framing
exploration of options
key steps in integrative negotiation
knowledge based trust
34. Unable to acces knowledge when we need it
contingency contracts
inert knowledge problem
flower child negotiator
divergent thinking
35. A situation in which conflict does not exist between people yet they erroneously perceive the presence of conflict
false conflict or illusory conflict
nonspecific compensation
illusory correlation
non-verbal attending
36. Irrational excalation - Partisian Perceptions - Unreasonable expectations - Overconfidence - Unchecked emotions
things to look for when identifying and define the problem
some guild lines in evaluating options and reaching a consensus
errors that prevent agreement
false conflict or illusory conflict
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
some guild lines in evaluating options and reaching a consensus
things to look for when identifying and define the problem
pivotal power
problem solving model
38. Mental model of negotiation in which people consider negotiation to be the task of definin and solving a problem
things to look for when identifying and define the problem
problem solving model
key components in Negotiation
commitment
39. Tendency for people in group negotiations to underestimate the number of feasible options
reflections
sequence vs. issue planning
tunnel vision
deductive reasoning
40. The process of drawing logical conclusions
deductive reasoning
sequence vs. issue planning
distributive negotiations
inductive reasoning
41. Agreements wherein negotiators make bets based on their differences in beliefs forecasts risk profiles and interests
inductive reasoning
contingency contracts
setting limits
defend/attack spirals
42. '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
impossibilty theorem
inductive reasoning
sequence vs. issue planning
relevant polarity framing
43. 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
communication in negotiaion
common bond groups
seller status framing
argument dilution
44. Your Best Alternative To a Negotiated Agreement
key components in Negotiation
BATNA
distributive negotiations
affective route
45. Someone who is too concerned with win-win negotiations they forget to claim resources
dispositional attribution
flower child negotiator
base rates
deterrence based trust
46. 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.
common identity groups
dispositional attribution
some guild lines in evaluating options and reaching a consensus
argument dilution
47. Based on consistency of behvior
tunnel vision
deterrence based trust
flower child negotiator
reflections
48. What you say you want - your solution
gamblers fallacy
some options by redefining the problems (alternative solutions)
a position in negotiation
convergent thinking
49. The strategy of trading off in a negotiaion so as to capitalize on differet strengths of preference
egalitarianism hierarchy
brainwriting
logrolling
ways to generate options to a problem
50. Making concessions on issues before they are even requested
relevant polarity framing
active listening activities
premature consessions
base rates