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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. Believing something is true even after it has been proven not
illusion of transparecy
commitment
relationship issues
perseverance effect
2. Working harder in a group
social striving
knowledge based trust
multiparty negotiations
perseverance effect
3. Grounded in complete empathy with another persons desires and intentions
a position in negotiation
deductive reasoning
identification based trust
flower child negotiator
4. The derivation of group preference from individual preference is indeterminate
impossibilty theorem
unbundling
ZOPA
argument dilution
5. Based on consistency of behvior
impossibilty theorem
reciprocity principle
pivotal power
deterrence based trust
6. What you really care about - wants needs etc
convergent thinking
multiphase negotiations
an interest in negotiation
irritators
7. Agreements wherein negotiators make bets based on their differences in beliefs forecasts risk profiles and interests
irritators
common bond groups
contingency contracts
equal concession negotiaitor
8. Proceed towards one answer
convergent thinking
cognitive route
partnership model
enlightened negotiator
9. Irrational excalation - Partisian Perceptions - Unreasonable expectations - Overconfidence - Unchecked emotions
errors that prevent agreement
knowledge based trust
false conflict or illusory conflict
partnership model
10. Making concessions on issues before they are even requested
premature consessions
deductive reasoning
ways to generate options to a problem
multiparty negotiations
11. Clients are treated like partners
functional fixedness
partnership model
ways to generate options to a problem
an interest in negotiation
12. Possible agreements or part of agreemenrrs that you might reach with your negotiation party
options
egalitarianism hierarchy
divergent thinking
illusion of transparecy
13. Unable to acces knowledge when we need it
old fashioned negotiator
inert knowledge problem
some options by redefining the problems (alternative solutions)
verbal minimal encouragers
14. Listening actively and empathetically to whatever the other party says
contingency contracts
barrier to agreement
communication in negotiaion
social loafing
15. 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
convergent thinking
inert knowledge problem
aspect ratio framing
most common cognitive mistakes in Negotiation
16. 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
ways to generate options to a problem
problem solving model
brainwriting
multiparty negotiations
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
gamblers fallacy
ways to generate options to a problem
common bond groups
relevant polarity framing
18. Someone who is too concerned with win-win negotiations they forget to claim resources
options
social loafing
contingency contracts
flower child negotiator
19. Negotiators thinking they are revealing more information that they actually are
multiparty negotiations
problem solving model
cohension
illusion of transparecy
20. 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.
some options by redefining the problems (alternative solutions)
argument dilution
inductive reasoning
partnership model
21. 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
enlightened negotiator
cohension
multiphase negotiations
sequence vs. issue planning
22. Average Negotiators more reliant on sequence planning - Skilled Negotiators more likely to use issue planning (more flexible plan)
common bond groups
convergent thinking
sequence vs. issue planning
integrative negotiation
23. Basic human motive concerning preservation of the self versus collective
individual collectivism
some options by redefining the problems (alternative solutions)
functional fixedness
enlightened negotiator
24. The strategy of trading off in a negotiaion so as to capitalize on differet strengths of preference
active listening activities
contingency contracts
logrolling
ZOPA
25. Grounded bahvioral predicatability and it occurs when a person has enough information about others to understand them and accurately predict their behavior
brainwriting
knowledge based trust
flower child negotiator
verbal minimal encouragers
26. Based on rational and deliberate thoughts
cognitive route
an interest in negotiation
false conflict or illusory conflict
things to look for when identifying and define the problem
27. 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.
cohension
tunnel vision
defend/attack spirals
sunk cost framing
28. 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
illusion of transparecy
circular logrolli
argument dilution
egalitarianism hierarchy
29. Based on intuition and emotion
GRIP goals
circular logrolli
affective route
common identity groups
30. Working less hard in a group
defend/attack spirals
deductive reasoning
pivotal power
social loafing
31. 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
barrier to agreement
integrative negotiation
errors that prevent agreement
32. Identify and define the problem - Understand the problem fully - identify interests and needs on both sides - Generate alternative solutions - Evaluate and select among alternative
key steps in integrative negotiation
reservation price
sequence planning
inductive reasoning
33. Skilled negotiators tended to avoid saying gratuitous things about themselves - avoided self descriptions of 'fair' or 'reasonable' and comments such as generous offer
things to look for when identifying and define the problem
integrative negotiation
cohension
irritators
34. Dies-hard bargainers - Lack of trust - Sabotage from weak commitments - Differences in gender and culture - Difficulties in communication
common identity groups
perseverance effect
communication in negotiaion
barrier to agreement
35. 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
functional fixedness
convergent thinking
multiparty negotiations
36. If we reach agreement - we commit to some option
impossibilty theorem
identification based trust
setting limits
commitment
37. 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)
joint gain
non-verbal attending
cognitive route
egalitarianism hierarchy
38. Negotiator unilaterally deduces what the counterpartys true interests are - and where the joint gains are by listening to their responses in negotiation
options
Particularism
convergent thinking
inductive reasoning
39. Someone who realizes both that the pie can be expanded and who does not forget to claim resources
some options by redefining the problems (alternative solutions)
active listening
enlightened negotiator
deterrence based trust
40. Zone Of Possible Aggreements defined by range between parties' reservation prices
ZOPA
non-verbal attending
identification based trust
gamblers fallacy
41. We feel obligated to return in kind what others have offered or given us
an interest in negotiation
reciprocity principle
issue mix
convergent thinking
42. Prepare to listen - Non-verbal attending - Verbally interact with and Encourage the speaker(helps ensure understanding)
active listening activities
integrative negotiation
key components in Negotiation
aspect ratio framing
43. External standards or precedents that might convince one or both parties that a proposed agreement is fair
partnership model
legitimacy
old fashioned negotiator
functional fixedness
44. Mental model of negotiation in which people consider negotiation to be the task of definin and solving a problem
some options by redefining the problems (alternative solutions)
problem solving model
options
inductive reasoning
45. Skilled negotiators considered a wider range of outcomes or options than did average negotiators - they seem to demonstrate a willingness to consider counterparts' options
exploration of options
barrier to agreement
some guild lines in evaluating options and reaching a consensus
communication in negotiaion
46. The tendency to treat chance events as though they have a built in evening out mechanism
reciprocity principle
some guild lines in evaluating options and reaching a consensus
gamblers fallacy
relationship issues
47. Division of large - all encompassing issues into smaller more manageable ones
impossibilty theorem
inductive reasoning
seller status framing
unbundling
48. Expand the amount of available resources
irritators
integrative negotiation
knowledge based trust
multiparty negotiations
49. The strenght of positive relations within a team
multiparty negotiations
functional fixedness
cohension
individual collectivism
50. The union of both parties issue sets
horizon thinkng
cognitive route
issue mix
reciprocity principle