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. Proceed towards one answer






2. 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.






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






4. The ability to change a losing coalition into winning coalition






5. Out of the box thinking






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






7. Someone who is too concerned with win-win negotiations they forget to claim resources






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






9. 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






10. Skilled negotiators tended to avoid saying gratuitous things about themselves - avoided self descriptions of 'fair' or 'reasonable' and comments such as generous offer






11. The strenght of positive relations within a team






12. Making concessions on issues before they are even requested






13. Believing something is true even after it has been proven not






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






15. 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






16. Based on rational and deliberate thoughts






17. Based on intuition and emotion






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






19. Average Negotiators more reliant on sequence planning - Skilled Negotiators more likely to use issue planning (more flexible plan)






20. Working harder in a group






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






22. The union of both parties issue sets






23. Tendency for people in group negotiations to underestimate the number of feasible options






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






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






26. Your Best Alternative To a Negotiated Agreement






27. Based on consistency of behvior






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






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






30. Working less hard in a group






31. 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






32. The process of drawing logical conclusions






33. 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!)






34. See invalid correlations between events






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






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






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






38. How much utility we derive depends on who is providing it






39. Making projections about future outcomes






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






41. One that calls into question anothers character






42. Form of hypothesis testing - or trial and error






43. Members who are attracted to particular members






44. One negotiator receives what he or she wants and the other is compensated by some method that was initially out of reach






45. Clients are treated like partners






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






47. Also known as Reflective Listening - as we can reflect on what was said - how it was said - and the nonverbal cues






48. Listening actively and empathetically to whatever the other party says






49. 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






50. Means by which people influence others