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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 worst agreement you're willing to accept ('walk-away')
egalitarianism hierarchy
reservation price
horizon thinkng
multiparty negotiations
2. Believing something is true even after it has been proven not
exploration of options
perseverance effect
premature consessions
old fashioned negotiator
3. 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!)
pivotal power
perseverance effect
most common cognitive mistakes in Negotiation
communication in negotiaion
4. Someone who believs one must adopt a tough hard stance to negotiate
defend/attack spirals
individual collectivism
old fashioned negotiator
illusory correlation
5. Based on intuition and emotion
reciprocity principle
affective route
relevant polarity framing
key components in Negotiation
6. 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
things to look for when identifying and define the problem
aspect ratio framing
pivotal power
integrative negotiation
7. Tendency for people in group negotiations to underestimate the number of feasible options
tunnel vision
nonspecific compensation
multiparty negotiations
setting limits
8. 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)
some options by redefining the problems (alternative solutions)
non-verbal attending
issue mix
contingency contracts
9. 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
options
premature consessions
multiphase negotiations
seller status framing
10. Negotiators thinking they are revealing more information that they actually are
key components in Negotiation
some options by redefining the problems (alternative solutions)
ZOPA
illusion of transparecy
11. Unable to acces knowledge when we need it
cognitive route
inert knowledge problem
irritators
common bond groups
12. 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.
argument dilution
Particularism
old fashioned negotiator
cohension
13. 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
unbundling
circular logrolli
aspect ratio framing
sequence planning
14. When a problem solver bases a strategy on familiar methods
most common cognitive mistakes in Negotiation
functional fixedness
logrolling
BATNA
15. Dies-hard bargainers - Lack of trust - Sabotage from weak commitments - Differences in gender and culture - Difficulties in communication
a position in negotiation
ways to generate options to a problem
walk away alternative
barrier to agreement
16. Your Best Alternative To a Negotiated Agreement
inert knowledge problem
equal concession negotiaitor
BATNA
an interest in negotiation
17. Sellers of a product/service will place a higher value on the product/service than will the buyer or third party.
endowment effect
partnership model
communication in negotiaion
exploration of options
18. External standards or precedents that might convince one or both parties that a proposed agreement is fair
irritators
equal concession negotiaitor
legitimacy
social loafing
19. 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
social striving
active listening activities
options
some options by redefining the problems (alternative solutions)
20. The union of both parties issue sets
issue mix
irritators
identification based trust
active listening activities
21. The total of the gains earned by each party in the negotiation
base rates
Particularism
joint gain
sunk cost framing
22. 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
social loafing
egalitarianism hierarchy
some guild lines in evaluating options and reaching a consensus
logrolling
23. How much utility we derive depends on who is providing it
exploration of options
aspect ratio framing
integrative negotiation
Particularism
24. One negotiator receives what he or she wants and the other is compensated by some method that was initially out of reach
joint gain
nonspecific compensation
brainwriting
enlightened negotiator
25. Negotiator unilaterally deduces what the counterpartys true interests are - and where the joint gains are by listening to their responses in negotiation
knowledge based trust
common identity groups
inductive reasoning
endowment effect
26. Working less hard in a group
social loafing
knowledge based trust
functional fixedness
verbal minimal encouragers
27. Making concessions on issues before they are even requested
enlightened negotiator
ways to generate options to a problem
premature consessions
ZOPA
28. Grounded in complete empathy with another persons desires and intentions
identification based trust
inert knowledge problem
common bond groups
premature consessions
29. Words and sounds - E.g. Really? - You're kidding! - Then what happened - Uh-huh
issue mix
ZOPA
verbal minimal encouragers
pivotal power
30. 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
contingency contracts
key steps in integrative negotiation
distributive negotiations
convergent thinking
31. See invalid correlations between events
argument dilution
false conflict or illusory conflict
aspect ratio framing
illusory correlation
32. Irrational excalation - Partisian Perceptions - Unreasonable expectations - Overconfidence - Unchecked emotions
errors that prevent agreement
multiparty negotiations
integrative negotiation
deductive reasoning
33. The process of drawing logical conclusions
sunk cost framing
barrier to agreement
deductive reasoning
illusion of transparecy
34. Prepare to listen - Non-verbal attending - Verbally interact with and Encourage the speaker(helps ensure understanding)
logrolling
social striving
active listening activities
old fashioned negotiator
35. Members who are attracted to particular members
common bond groups
endowment effect
most common cognitive mistakes in Negotiation
some guild lines in evaluating options and reaching a consensus
36. Splitting the difference or compromising which is ofern mistaken for win-win negotiaitions
equal concession negotiaitor
reservation price
commitment
active listening activities
37. The strenght of positive relations within a team
inert knowledge problem
nonspecific compensation
cohension
walk away alternative
38. Goals and interests related to: Gain - relationship - identity - process
GRIP goals
base rates
gamblers fallacy
illusory correlation
39. 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.
sequence planning
partnership model
cognitive route
nonspecific compensation
40. Expand the amount of available resources
flower child negotiator
inert knowledge problem
integrative negotiation
social striving
41. BATNA - Reservation Price - ZOPA - Value Creation through Trades
endowment effect
key components in Negotiation
a position in negotiation
ZOPA
42. Based on rational and deliberate thoughts
contingency contracts
circular logrolli
cognitive route
horizon thinkng
43. '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
inert knowledge problem
integrative negotiation
reciprocity principle
relevant polarity framing
44. 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
integrative negotiation
reservation price
active listening
multiparty negotiations
45. Working harder in a group
inert knowledge problem
illusory correlation
social striving
reciprocity principle
46. Skilled negotiators were significantly more likely to set upper and lower limits - planning was done in terms of ranges - more flexible than average negotiators
knowledge based trust
setting limits
integrative negotiation
most common cognitive mistakes in Negotiation
47. Based on consistency of behvior
deterrence based trust
functional fixedness
deductive reasoning
Particularism
48. We feel obligated to return in kind what others have offered or given us
relationship issues
convergent thinking
reciprocity principle
illusory correlation
49. Members who are attracted to the group
cognitive route
common identity groups
issue mix
contingency contracts
50. Someone who realizes both that the pie can be expanded and who does not forget to claim resources
integrative negotiation
enlightened negotiator
non-verbal attending
functional fixedness