Test your basic knowledge |

Negotiation

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. 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.






2. A situation in which conflict does not exist between people yet they erroneously perceive the presence of conflict






3. Your Best Alternative To a Negotiated Agreement






4. Means by which people influence others






5. If we reach agreement - we commit to some option






6. Someone who believs one must adopt a tough hard stance to negotiate






7. Agreements wherein negotiators make bets based on their differences in beliefs forecasts risk profiles and interests






8. Possible agreements or part of agreemenrrs that you might reach with your negotiation party






9. Grounded in complete empathy with another persons desires and intentions






10. External standards or precedents that might convince one or both parties that a proposed agreement is fair






11. We feel obligated to return in kind what others have offered or given us






12. Irrational excalation - Partisian Perceptions - Unreasonable expectations - Overconfidence - Unchecked emotions






13. 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






14. Working less hard in a group






15. 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.






16. What can i do if i walk away without agreement? which is best






17. Brainstorming - electronic brainstorming - surveys






18. Group members independently write down ideas for resolvig negotiation then meet a share the ideas






19. The union of both parties issue sets






20. Basic human motive concerning preservation of the self versus collective






21. Dies-hard bargainers - Lack of trust - Sabotage from weak commitments - Differences in gender and culture - Difficulties in communication






22. Skilled negotiators - if they decided to attack - gave no warning and attacked severely






23. Out of the box thinking






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






25. Based on rational and deliberate thoughts






26. Negotiator unilaterally deduces what the counterpartys true interests are - and where the joint gains are by listening to their responses in negotiation






27. Words and sounds - E.g. Really? - You're kidding! - Then what happened - Uh-huh






28. Making projections about future outcomes






29. 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






30. Skilled negotiators considered a wider range of outcomes or options than did average negotiators - they seem to demonstrate a willingness to consider counterparts' options






31. The tendency to treat chance events as though they have a built in evening out mechanism






32. When a problem solver bases a strategy on familiar methods






33. '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






34. Clarify the meaning of communications and check perceptions with the speaker exp. paraphrase in own words






35. Making concessions on issues before they are even requested






36. Goals and interests related to: Gain - relationship - identity - process






37. Skilled negotiators were significantly more likely to set upper and lower limits - planning was done in terms of ranges - more flexible than average negotiators






38. Prepare to listen - Non-verbal attending - Verbally interact with and Encourage the speaker(helps ensure understanding)






39. Division of large - all encompassing issues into smaller more manageable ones






40. Negotiators thinking they are revealing more information that they actually are






41. The strategy of trading off in a negotiaion so as to capitalize on differet strengths of preference






42. Clients are treated like partners






43. The derivation of group preference from individual preference is indeterminate






44. Mental model of negotiation in which people consider negotiation to be the task of definin and solving a problem






45. Based on consistency of behvior






46. BATNA - Reservation Price - ZOPA - Value Creation through Trades






47. 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






48. 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






49. The strenght of positive relations within a team






50. Grounded bahvioral predicatability and it occurs when a person has enough information about others to understand them and accurately predict their behavior