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Test your basic knowledge |
Negotiation
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Study First
Subject
:
soft-skills
Instructions:
Answer 50 questions in 15 minutes.
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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. Identify and define the problem - Understand the problem fully - identify interests and needs on both sides - Generate alternative solutions - Evaluate and select among alternative
flower child negotiator
base rates
key steps in integrative negotiation
exploration of options
2. BATNA - Reservation Price - ZOPA - Value Creation through Trades
affective route
illusion of transparecy
active listening
key components in Negotiation
3. 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
legitimacy
some options by redefining the problems (alternative solutions)
multiparty negotiations
false conflict or illusory conflict
4. '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
multiparty negotiations
Particularism
relevant polarity framing
logrolling
5. One negotiator receives what he or she wants and the other is compensated by some method that was initially out of reach
deterrence based trust
false conflict or illusory conflict
an interest in negotiation
nonspecific compensation
6. Possible agreements or part of agreemenrrs that you might reach with your negotiation party
brainwriting
legitimacy
options
illusory correlation
7. 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
multiparty negotiations
active listening activities
argument dilution
contingency contracts
8. Making concessions on issues before they are even requested
relevant polarity framing
deductive reasoning
active listening activities
premature consessions
9. 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.
aspect ratio framing
sunk cost framing
divergent thinking
equal concession negotiaitor
10. Division of large - all encompassing issues into smaller more manageable ones
common identity groups
argument dilution
a position in negotiation
unbundling
11. 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
aspect ratio framing
barrier to agreement
relevant polarity framing
convergent thinking
12. Working harder in a group
social striving
egalitarianism hierarchy
GRIP goals
common identity groups
13. 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)
endowment effect
ZOPA
non-verbal attending
most common cognitive mistakes in Negotiation
14. Prepare to listen - Non-verbal attending - Verbally interact with and Encourage the speaker(helps ensure understanding)
sequence planning
active listening activities
integrative negotiation
base rates
15. Making projections about future outcomes
ways to generate options to a problem
common identity groups
perseverance effect
horizon thinkng
16. Skilled negotiators considered a wider range of outcomes or options than did average negotiators - they seem to demonstrate a willingness to consider counterparts' options
horizon thinkng
egalitarianism hierarchy
walk away alternative
exploration of options
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
affective route
seller status framing
multiphase negotiations
reservation price
18. Proceed towards one answer
partnership model
convergent thinking
flower child negotiator
perseverance effect
19. The worst agreement you're willing to accept ('walk-away')
key steps in integrative negotiation
ZOPA
enlightened negotiator
reservation price
20. Define problem which will be acceptable to both sides - state problem with an eye toward practicality and comprehensiveness - state problem and id the obstacles in obtaining it - don't make the problem personal - separate the problem definition from
things to look for when identifying and define the problem
egalitarianism hierarchy
pivotal power
base rates
21. Skilled negotiators tended to avoid saying gratuitous things about themselves - avoided self descriptions of 'fair' or 'reasonable' and comments such as generous offer
deductive reasoning
irritators
some options by redefining the problems (alternative solutions)
illusory correlation
22. Believing something is true even after it has been proven not
aspect ratio framing
pivotal power
things to look for when identifying and define the problem
perseverance effect
23. Goals and interests related to: Gain - relationship - identity - process
deductive reasoning
setting limits
GRIP goals
flower child negotiator
24. The total of the gains earned by each party in the negotiation
affective route
circular logrolli
joint gain
exploration of options
25. Words and sounds - E.g. Really? - You're kidding! - Then what happened - Uh-huh
verbal minimal encouragers
convergent thinking
ways to generate options to a problem
a position in negotiation
26. Form of hypothesis testing - or trial and error
inductive reasoning
ways to generate options to a problem
relationship issues
impossibilty theorem
27. Skilled negotiators - if they decided to attack - gave no warning and attacked severely
affective route
defend/attack spirals
common bond groups
barrier to agreement
28. Zone Of Possible Aggreements defined by range between parties' reservation prices
inert knowledge problem
ZOPA
active listening
functional fixedness
29. 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
perseverance effect
knowledge based trust
logrolling
seller status framing
30. 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.
things to look for when identifying and define the problem
old fashioned negotiator
sequence planning
non-verbal attending
31. See invalid correlations between events
multiphase negotiations
walk away alternative
illusory correlation
key components in Negotiation
32. Splitting the difference or compromising which is ofern mistaken for win-win negotiaitions
illusory correlation
irritators
equal concession negotiaitor
reflections
33. Irrational excalation - Partisian Perceptions - Unreasonable expectations - Overconfidence - Unchecked emotions
illusion of transparecy
unbundling
errors that prevent agreement
reflections
34. The strategy of trading off in a negotiaion so as to capitalize on differet strengths of preference
some options by redefining the problems (alternative solutions)
logrolling
multiphase negotiations
integrative negotiation
35. Average Negotiators more reliant on sequence planning - Skilled Negotiators more likely to use issue planning (more flexible plan)
contingency contracts
cohension
sequence vs. issue planning
key steps in integrative negotiation
36. Sellers of a product/service will place a higher value on the product/service than will the buyer or third party.
endowment effect
tunnel vision
commitment
sequence vs. issue planning
37. We feel obligated to return in kind what others have offered or given us
false conflict or illusory conflict
reservation price
reflections
reciprocity principle
38. One that calls into question anothers character
dispositional attribution
aspect ratio framing
legitimacy
knowledge based trust
39. Based on consistency of behvior
perseverance effect
illusion of transparecy
impossibilty theorem
deterrence based trust
40. Means by which people influence others
egalitarianism hierarchy
most common cognitive mistakes in Negotiation
some guild lines in evaluating options and reaching a consensus
contingency contracts
41. Also known as Reflective Listening - as we can reflect on what was said - how it was said - and the nonverbal cues
social striving
relevant polarity framing
active listening
multiphase negotiations
42. What can i do if i walk away without agreement? which is best
contingency contracts
relationship issues
walk away alternative
deterrence based trust
43. The process of drawing logical conclusions
deductive reasoning
aspect ratio framing
dispositional attribution
nonspecific compensation
44. A situation in which conflict does not exist between people yet they erroneously perceive the presence of conflict
egalitarianism hierarchy
false conflict or illusory conflict
barrier to agreement
sequence planning
45. The derivation of group preference from individual preference is indeterminate
partnership model
inductive reasoning
options
impossibilty theorem
46. The union of both parties issue sets
common identity groups
individual collectivism
issue mix
options
47. Brainstorming - electronic brainstorming - surveys
ways to generate options to a problem
multiphase negotiations
old fashioned negotiator
sunk cost framing
48. Skilled negotiators were significantly more likely to set upper and lower limits - planning was done in terms of ranges - more flexible than average negotiators
reservation price
setting limits
multiphase negotiations
cognitive route
49. 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
problem solving model
base rates
integrative negotiation
errors that prevent agreement
50. The tendency to treat chance events as though they have a built in evening out mechanism
old fashioned negotiator
some options by redefining the problems (alternative solutions)
joint gain
gamblers fallacy
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