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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. Group members independently write down ideas for resolvig negotiation then meet a share the ideas
perseverance effect
brainwriting
ways to generate options to a problem
some guild lines in evaluating options and reaching a consensus
2. Based on intuition and emotion
affective route
legitimacy
tunnel vision
unbundling
3. Expand the amount of available resources
impossibilty theorem
integrative negotiation
ways to generate options to a problem
legitimacy
4. Negotiator unilaterally deduces what the counterpartys true interests are - and where the joint gains are by listening to their responses in negotiation
illusory correlation
inductive reasoning
gamblers fallacy
perseverance effect
5. The union of both parties issue sets
reservation price
issue mix
active listening activities
perseverance effect
6. One that calls into question anothers character
common bond groups
integrative negotiation
dispositional attribution
pivotal power
7. Out of the box thinking
divergent thinking
deductive reasoning
errors that prevent agreement
joint gain
8. 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
walk away alternative
distributive negotiations
sunk cost framing
multiphase negotiations
9. How much utility we derive depends on who is providing it
things to look for when identifying and define the problem
Particularism
key components in Negotiation
walk away alternative
10. The strategy of trading off in a negotiaion so as to capitalize on differet strengths of preference
some guild lines in evaluating options and reaching a consensus
illusory correlation
enlightened negotiator
logrolling
11. Skilled negotiators considered a wider range of outcomes or options than did average negotiators - they seem to demonstrate a willingness to consider counterparts' options
exploration of options
nonspecific compensation
pivotal power
active listening
12. Basic human motive concerning preservation of the self versus collective
issue mix
individual collectivism
sunk cost framing
impossibilty theorem
13. The derivation of group preference from individual preference is indeterminate
problem solving model
impossibilty theorem
old fashioned negotiator
endowment effect
14. Clarify the meaning of communications and check perceptions with the speaker exp. paraphrase in own words
reservation price
reflections
cognitive route
divergent thinking
15. The process of drawing logical conclusions
walk away alternative
deductive reasoning
BATNA
endowment effect
16. See invalid correlations between events
individual collectivism
premature consessions
illusory correlation
contingency contracts
17. The tendency to treat chance events as though they have a built in evening out mechanism
some options by redefining the problems (alternative solutions)
gamblers fallacy
reflections
ways to generate options to a problem
18. 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)
flower child negotiator
seller status framing
integrative negotiation
non-verbal attending
19. Average Negotiators more reliant on sequence planning - Skilled Negotiators more likely to use issue planning (more flexible plan)
sequence vs. issue planning
deterrence based trust
sequence planning
common identity groups
20. Mental model of negotiation in which people consider negotiation to be the task of definin and solving a problem
legitimacy
things to look for when identifying and define the problem
divergent thinking
problem solving model
21. Goals and interests related to: Gain - relationship - identity - process
affective route
GRIP goals
reciprocity principle
communication in negotiaion
22. 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
logrolling
integrative negotiation
BATNA
distributive negotiations
23. Unable to acces knowledge when we need it
distributive negotiations
inert knowledge problem
key steps in integrative negotiation
key components in Negotiation
24. 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.
verbal minimal encouragers
legitimacy
argument dilution
false conflict or illusory conflict
25. Sellers of a product/service will place a higher value on the product/service than will the buyer or third party.
contingency contracts
Particularism
errors that prevent agreement
endowment effect
26. Brainstorming - electronic brainstorming - surveys
reciprocity principle
equal concession negotiaitor
ways to generate options to a problem
argument dilution
27. Making projections about future outcomes
inert knowledge problem
horizon thinkng
dispositional attribution
active listening activities
28. Possible agreements or part of agreemenrrs that you might reach with your negotiation party
legitimacy
options
dispositional attribution
inert knowledge problem
29. Grounded in complete empathy with another persons desires and intentions
argument dilution
identification based trust
nonspecific compensation
enlightened negotiator
30. Your Best Alternative To a Negotiated Agreement
setting limits
BATNA
commitment
ways to generate options to a problem
31. Skilled negotiators tended to avoid saying gratuitous things about themselves - avoided self descriptions of 'fair' or 'reasonable' and comments such as generous offer
irritators
commitment
common identity groups
deterrence based trust
32. One negotiator receives what he or she wants and the other is compensated by some method that was initially out of reach
nonspecific compensation
social loafing
illusory correlation
logrolling
33. 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
circular logrolli
identification based trust
active listening
cognitive route
34. BATNA - Reservation Price - ZOPA - Value Creation through Trades
social striving
distributive negotiations
tunnel vision
key components in Negotiation
35. 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
circular logrolli
relevant polarity framing
things to look for when identifying and define the problem
setting limits
36. If we reach agreement - we commit to some option
commitment
functional fixedness
barrier to agreement
ZOPA
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
sequence vs. issue planning
gamblers fallacy
setting limits
brainwriting
38. Believing something is true even after it has been proven not
perseverance effect
partnership model
Particularism
premature consessions
39. Zone Of Possible Aggreements defined by range between parties' reservation prices
tunnel vision
ZOPA
deterrence based trust
inert knowledge problem
40. Identify and define the problem - Understand the problem fully - identify interests and needs on both sides - Generate alternative solutions - Evaluate and select among alternative
affective route
key steps in integrative negotiation
walk away alternative
cohension
41. What you say you want - your solution
a position in negotiation
inductive reasoning
knowledge based trust
problem solving model
42. Prepare to listen - Non-verbal attending - Verbally interact with and Encourage the speaker(helps ensure understanding)
inert knowledge problem
sequence vs. issue planning
joint gain
active listening activities
43. Someone who believs one must adopt a tough hard stance to negotiate
things to look for when identifying and define the problem
multiparty negotiations
old fashioned negotiator
communication in negotiaion
44. Based on rational and deliberate thoughts
cohension
gamblers fallacy
cognitive route
old fashioned negotiator
45. Skilled negotiators - if they decided to attack - gave no warning and attacked severely
Particularism
logrolling
identification based trust
defend/attack spirals
46. Agreements wherein negotiators make bets based on their differences in beliefs forecasts risk profiles and interests
sequence vs. issue planning
divergent thinking
contingency contracts
Particularism
47. Negotiators thinking they are revealing more information that they actually are
pivotal power
reflections
errors that prevent agreement
illusion of transparecy
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
aspect ratio framing
sunk cost framing
Particularism
some options by redefining the problems (alternative solutions)
49. Irrational excalation - Partisian Perceptions - Unreasonable expectations - Overconfidence - Unchecked emotions
errors that prevent agreement
relevant polarity framing
unbundling
commitment
50. 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
cohension
active listening
horizon thinkng