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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. External standards or precedents that might convince one or both parties that a proposed agreement is fair
joint gain
key components in Negotiation
sunk cost framing
legitimacy
2. Based on intuition and emotion
commitment
affective route
multiparty negotiations
endowment effect
3. Dies-hard bargainers - Lack of trust - Sabotage from weak commitments - Differences in gender and culture - Difficulties in communication
barrier to agreement
common bond groups
inductive reasoning
BATNA
4. 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
irritators
some guild lines in evaluating options and reaching a consensus
perseverance effect
reservation price
5. How much utility we derive depends on who is providing it
things to look for when identifying and define the problem
Particularism
active listening activities
partnership model
6. Possible agreements or part of agreemenrrs that you might reach with your negotiation party
options
false conflict or illusory conflict
base rates
premature consessions
7. When a problem solver bases a strategy on familiar methods
dispositional attribution
key steps in integrative negotiation
joint gain
functional fixedness
8. Grounded bahvioral predicatability and it occurs when a person has enough information about others to understand them and accurately predict their behavior
nonspecific compensation
barrier to agreement
Particularism
knowledge based trust
9. 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)
sequence planning
active listening activities
social loafing
non-verbal attending
10. BATNA - Reservation Price - ZOPA - Value Creation through Trades
setting limits
key components in Negotiation
ways to generate options to a problem
most common cognitive mistakes in Negotiation
11. 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
relevant polarity framing
multiparty negotiations
divergent thinking
communication in negotiaion
12. The worst agreement you're willing to accept ('walk-away')
reservation price
defend/attack spirals
unbundling
errors that prevent agreement
13. The total of the gains earned by each party in the negotiation
GRIP goals
exploration of options
functional fixedness
joint gain
14. Skilled negotiators - if they decided to attack - gave no warning and attacked severely
defend/attack spirals
pivotal power
relationship issues
some guild lines in evaluating options and reaching a consensus
15. Your Best Alternative To a Negotiated Agreement
most common cognitive mistakes in Negotiation
aspect ratio framing
things to look for when identifying and define the problem
BATNA
16. We feel obligated to return in kind what others have offered or given us
a position in negotiation
errors that prevent agreement
social striving
reciprocity principle
17. 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
endowment effect
affective route
multiphase negotiations
key steps in integrative negotiation
18. Negotiator unilaterally deduces what the counterpartys true interests are - and where the joint gains are by listening to their responses in negotiation
inductive reasoning
key steps in integrative negotiation
ZOPA
partnership model
19. The strenght of positive relations within a team
cohension
illusory correlation
inductive reasoning
some options by redefining the problems (alternative solutions)
20. Group members independently write down ideas for resolvig negotiation then meet a share the ideas
sunk cost framing
BATNA
brainwriting
inert knowledge problem
21. Also known as Reflective Listening - as we can reflect on what was said - how it was said - and the nonverbal cues
flower child negotiator
BATNA
active listening
enlightened negotiator
22. 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.
gamblers fallacy
key components in Negotiation
functional fixedness
sequence planning
23. Based on consistency of behvior
identification based trust
deterrence based trust
some options by redefining the problems (alternative solutions)
contingency contracts
24. Zone Of Possible Aggreements defined by range between parties' reservation prices
social loafing
relevant polarity framing
common identity groups
ZOPA
25. Mental model of negotiation in which people consider negotiation to be the task of definin and solving a problem
nonspecific compensation
dispositional attribution
joint gain
problem solving model
26. Average Negotiators more reliant on sequence planning - Skilled Negotiators more likely to use issue planning (more flexible plan)
BATNA
impossibilty theorem
premature consessions
sequence vs. issue planning
27. Sellers of a product/service will place a higher value on the product/service than will the buyer or third party.
key steps in integrative negotiation
old fashioned negotiator
issue mix
endowment effect
28. Division of large - all encompassing issues into smaller more manageable ones
Particularism
unbundling
nonspecific compensation
setting limits
29. Someone who is too concerned with win-win negotiations they forget to claim resources
verbal minimal encouragers
flower child negotiator
errors that prevent agreement
sequence vs. issue planning
30. 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
legitimacy
integrative negotiation
inductive reasoning
distributive negotiations
31. What you say you want - your solution
common identity groups
sequence planning
a position in negotiation
social striving
32. Brainstorming - electronic brainstorming - surveys
ways to generate options to a problem
non-verbal attending
relevant polarity framing
deterrence based trust
33. 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
walk away alternative
argument dilution
divergent thinking
integrative negotiation
34. Words and sounds - E.g. Really? - You're kidding! - Then what happened - Uh-huh
verbal minimal encouragers
ways to generate options to a problem
individual collectivism
unbundling
35. Skilled negotiators tended to avoid saying gratuitous things about themselves - avoided self descriptions of 'fair' or 'reasonable' and comments such as generous offer
convergent thinking
inert knowledge problem
argument dilution
irritators
36. Out of the box thinking
contingency contracts
reflections
Particularism
divergent thinking
37. Based on rational and deliberate thoughts
cognitive route
problem solving model
deductive reasoning
most common cognitive mistakes in Negotiation
38. Skilled negotiators were significantly more likely to set upper and lower limits - planning was done in terms of ranges - more flexible than average negotiators
a position in negotiation
knowledge based trust
setting limits
distributive negotiations
39. 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
convergent thinking
illusion of transparecy
seller status framing
divergent thinking
40. Proceed towards one answer
reflections
GRIP goals
premature consessions
convergent thinking
41. Members who are attracted to particular members
horizon thinkng
inert knowledge problem
errors that prevent agreement
common bond groups
42. 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!)
flower child negotiator
argument dilution
most common cognitive mistakes in Negotiation
impossibilty theorem
43. The ability to change a losing coalition into winning coalition
false conflict or illusory conflict
pivotal power
joint gain
non-verbal attending
44. The derivation of group preference from individual preference is indeterminate
Particularism
impossibilty theorem
pivotal power
functional fixedness
45. One negotiator receives what he or she wants and the other is compensated by some method that was initially out of reach
issue mix
cohension
deterrence based trust
nonspecific compensation
46. Listening actively and empathetically to whatever the other party says
errors that prevent agreement
inductive reasoning
communication in negotiaion
some guild lines in evaluating options and reaching a consensus
47. Clarify the meaning of communications and check perceptions with the speaker exp. paraphrase in own words
sunk cost framing
base rates
exploration of options
reflections
48. What can i do if i walk away without agreement? which is best
horizon thinkng
non-verbal attending
barrier to agreement
walk away alternative
49. The strategy of trading off in a negotiaion so as to capitalize on differet strengths of preference
common bond groups
active listening activities
logrolling
defend/attack spirals
50. Tendency for people in group negotiations to underestimate the number of feasible options
reservation price
Particularism
tunnel vision
non-verbal attending