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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. The process of drawing logical conclusions
circular logrolli
logrolling
deductive reasoning
social loafing
2. 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!)
most common cognitive mistakes in Negotiation
barrier to agreement
tunnel vision
problem solving model
3. Skilled negotiators considered a wider range of outcomes or options than did average negotiators - they seem to demonstrate a willingness to consider counterparts' options
ZOPA
seller status framing
deterrence based trust
exploration of options
4. Irrational excalation - Partisian Perceptions - Unreasonable expectations - Overconfidence - Unchecked emotions
cognitive route
multiphase negotiations
errors that prevent agreement
BATNA
5. 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.
walk away alternative
contingency contracts
argument dilution
irritators
6. Zone Of Possible Aggreements defined by range between parties' reservation prices
GRIP goals
illusory correlation
ZOPA
base rates
7. 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
dispositional attribution
issue mix
false conflict or illusory conflict
multiphase negotiations
8. Negotiator unilaterally deduces what the counterpartys true interests are - and where the joint gains are by listening to their responses in negotiation
flower child negotiator
identification based trust
illusory correlation
inductive reasoning
9. Identify and define the problem - Understand the problem fully - identify interests and needs on both sides - Generate alternative solutions - Evaluate and select among alternative
legitimacy
key steps in integrative negotiation
illusion of transparecy
reflections
10. The frequency with which some event or pattern occurs in the general population
exploration of options
key components in Negotiation
base rates
commitment
11. Someone who realizes both that the pie can be expanded and who does not forget to claim resources
individual collectivism
enlightened negotiator
BATNA
reflections
12. Division of large - all encompassing issues into smaller more manageable ones
impossibilty theorem
integrative negotiation
functional fixedness
unbundling
13. Clarify the meaning of communications and check perceptions with the speaker exp. paraphrase in own words
old fashioned negotiator
deductive reasoning
reflections
argument dilution
14. Out of the box thinking
issue mix
integrative negotiation
divergent thinking
inductive reasoning
15. 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.
sunk cost framing
key steps in integrative negotiation
ZOPA
social striving
16. Basic human motive concerning preservation of the self versus collective
flower child negotiator
individual collectivism
brainwriting
common identity groups
17. Grounded in complete empathy with another persons desires and intentions
identification based trust
equal concession negotiaitor
Particularism
unbundling
18. Listening actively and empathetically to whatever the other party says
false conflict or illusory conflict
individual collectivism
BATNA
communication in negotiaion
19. Members who are attracted to particular members
premature consessions
reservation price
common bond groups
commitment
20. Dies-hard bargainers - Lack of trust - Sabotage from weak commitments - Differences in gender and culture - Difficulties in communication
barrier to agreement
options
ZOPA
an interest in negotiation
21. Clients are treated like partners
Particularism
partnership model
some options by redefining the problems (alternative solutions)
knowledge based trust
22. Believing something is true even after it has been proven not
aspect ratio framing
premature consessions
ways to generate options to a problem
perseverance effect
23. Someone who believs one must adopt a tough hard stance to negotiate
old fashioned negotiator
aspect ratio framing
defend/attack spirals
convergent thinking
24. Working less hard in a group
social loafing
pivotal power
commitment
ZOPA
25. External standards or precedents that might convince one or both parties that a proposed agreement is fair
reservation price
sequence planning
perseverance effect
legitimacy
26. Members who are attracted to the group
horizon thinkng
tunnel vision
functional fixedness
common identity groups
27. 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
reflections
dispositional attribution
multiparty negotiations
integrative negotiation
28. 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
some guild lines in evaluating options and reaching a consensus
active listening
issue mix
functional fixedness
29. How much utility we derive depends on who is providing it
legitimacy
Particularism
reciprocity principle
errors that prevent agreement
30. We feel obligated to return in kind what others have offered or given us
most common cognitive mistakes in Negotiation
defend/attack spirals
things to look for when identifying and define the problem
reciprocity principle
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
most common cognitive mistakes in Negotiation
distributive negotiations
walk away alternative
relationship issues
32. Working harder in a group
things to look for when identifying and define the problem
social striving
illusion of transparecy
cognitive route
33. Splitting the difference or compromising which is ofern mistaken for win-win negotiaitions
impossibilty theorem
equal concession negotiaitor
active listening
things to look for when identifying and define the problem
34. Your Best Alternative To a Negotiated Agreement
ZOPA
gamblers fallacy
BATNA
legitimacy
35. 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.
walk away alternative
gamblers fallacy
sequence planning
tunnel vision
36. Grounded bahvioral predicatability and it occurs when a person has enough information about others to understand them and accurately predict their behavior
irritators
reservation price
knowledge based trust
defend/attack spirals
37. See invalid correlations between events
sunk cost framing
irritators
cohension
illusory correlation
38. 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
illusory correlation
illusion of transparecy
social striving
integrative negotiation
39. Goals and interests related to: Gain - relationship - identity - process
functional fixedness
GRIP goals
inductive reasoning
common bond groups
40. What can i do if i walk away without agreement? which is best
issue mix
ways to generate options to a problem
walk away alternative
knowledge based trust
41. The strategy of trading off in a negotiaion so as to capitalize on differet strengths of preference
common identity groups
logrolling
circular logrolli
horizon thinkng
42. The tendency to treat chance events as though they have a built in evening out mechanism
functional fixedness
dispositional attribution
gamblers fallacy
social striving
43. Expand the amount of available resources
integrative negotiation
tunnel vision
seller status framing
reservation price
44. The worst agreement you're willing to accept ('walk-away')
communication in negotiaion
reservation price
partnership model
multiphase negotiations
45. One that calls into question anothers character
false conflict or illusory conflict
reflections
dispositional attribution
brainwriting
46. Sellers of a product/service will place a higher value on the product/service than will the buyer or third party.
base rates
integrative negotiation
endowment effect
nonspecific compensation
47. Proceed towards one answer
illusion of transparecy
impossibilty theorem
brainwriting
convergent thinking
48. 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
false conflict or illusory conflict
defend/attack spirals
some options by redefining the problems (alternative solutions)
a position in negotiation
49. Making concessions on issues before they are even requested
some options by redefining the problems (alternative solutions)
premature consessions
aspect ratio framing
multiphase negotiations
50. A situation in which conflict does not exist between people yet they erroneously perceive the presence of conflict
inductive reasoning
defend/attack spirals
partnership model
false conflict or illusory conflict