SUBJECTS
|
BROWSE
|
CAREER CENTER
|
POPULAR
|
JOIN
|
LOGIN
Business Skills
|
Soft Skills
|
Basic Literacy
|
Certifications
About
|
Help
|
Privacy
|
Terms
|
Email
Search
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. Words and sounds - E.g. Really? - You're kidding! - Then what happened - Uh-huh
divergent thinking
affective route
inductive reasoning
verbal minimal encouragers
2. 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
joint gain
divergent thinking
some guild lines in evaluating options and reaching a consensus
irritators
3. Form of hypothesis testing - or trial and error
inductive reasoning
gamblers fallacy
Particularism
horizon thinkng
4. Members who are attracted to particular members
endowment effect
common bond groups
GRIP goals
errors that prevent agreement
5. Members who are attracted to the group
common identity groups
knowledge based trust
tunnel vision
inductive reasoning
6. Negotiators thinking they are revealing more information that they actually are
endowment effect
illusion of transparecy
reciprocity principle
relationship issues
7. Identify and define the problem - Understand the problem fully - identify interests and needs on both sides - Generate alternative solutions - Evaluate and select among alternative
nonspecific compensation
partnership model
key steps in integrative negotiation
verbal minimal encouragers
8. Dies-hard bargainers - Lack of trust - Sabotage from weak commitments - Differences in gender and culture - Difficulties in communication
barrier to agreement
seller status framing
individual collectivism
base rates
9. The tendency to treat chance events as though they have a built in evening out mechanism
logrolling
inert knowledge problem
enlightened negotiator
gamblers fallacy
10. Means by which people influence others
some options by redefining the problems (alternative solutions)
egalitarianism hierarchy
base rates
Particularism
11. The total of the gains earned by each party in the negotiation
integrative negotiation
joint gain
false conflict or illusory conflict
integrative negotiation
12. Also known as Reflective Listening - as we can reflect on what was said - how it was said - and the nonverbal cues
deterrence based trust
functional fixedness
endowment effect
active listening
13. If we reach agreement - we commit to some option
commitment
perseverance effect
relevant polarity framing
Particularism
14. See invalid correlations between events
individual collectivism
seller status framing
illusory correlation
joint gain
15. What you say you want - your solution
multiparty negotiations
barrier to agreement
a position in negotiation
multiphase negotiations
16. BATNA - Reservation Price - ZOPA - Value Creation through Trades
most common cognitive mistakes in Negotiation
communication in negotiaion
relationship issues
key components in Negotiation
17. Grounded bahvioral predicatability and it occurs when a person has enough information about others to understand them and accurately predict their behavior
key steps in integrative negotiation
circular logrolli
common identity groups
knowledge based trust
18. The strategy of trading off in a negotiaion so as to capitalize on differet strengths of preference
logrolling
sequence vs. issue planning
ZOPA
deterrence based trust
19. Irrational excalation - Partisian Perceptions - Unreasonable expectations - Overconfidence - Unchecked emotions
non-verbal attending
errors that prevent agreement
commitment
relevant polarity framing
20. 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!)
argument dilution
most common cognitive mistakes in Negotiation
active listening
commitment
21. The worst agreement you're willing to accept ('walk-away')
functional fixedness
reservation price
active listening
unbundling
22. Grounded in complete empathy with another persons desires and intentions
identification based trust
common identity groups
tunnel vision
BATNA
23. Brainstorming - electronic brainstorming - surveys
cognitive route
horizon thinkng
base rates
ways to generate options to a problem
24. Sellers of a product/service will place a higher value on the product/service than will the buyer or third party.
inductive reasoning
active listening
egalitarianism hierarchy
endowment effect
25. Clarify the meaning of communications and check perceptions with the speaker exp. paraphrase in own words
reciprocity principle
verbal minimal encouragers
reflections
divergent thinking
26. Making concessions on issues before they are even requested
common identity groups
horizon thinkng
premature consessions
aspect ratio framing
27. 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
integrative negotiation
ways to generate options to a problem
old fashioned negotiator
partnership model
28. 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
some options by redefining the problems (alternative solutions)
flower child negotiator
old fashioned negotiator
29. The process of drawing logical conclusions
integrative negotiation
flower child negotiator
an interest in negotiation
deductive reasoning
30. Skilled negotiators - if they decided to attack - gave no warning and attacked severely
defend/attack spirals
individual collectivism
GRIP goals
options
31. Basic human motive concerning preservation of the self versus collective
walk away alternative
GRIP goals
inductive reasoning
individual collectivism
32. A situation in which conflict does not exist between people yet they erroneously perceive the presence of conflict
false conflict or illusory conflict
knowledge based trust
defend/attack spirals
reciprocity principle
33. Based on intuition and emotion
affective route
aspect ratio framing
social loafing
perseverance effect
34. 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.
cognitive route
logrolling
sequence planning
argument dilution
35. 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
some options by redefining the problems (alternative solutions)
seller status framing
a position in negotiation
affective route
36. 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
walk away alternative
circular logrolli
some guild lines in evaluating options and reaching a consensus
inductive reasoning
37. The union of both parties issue sets
pivotal power
communication in negotiaion
issue mix
cognitive route
38. Working harder in a group
barrier to agreement
social striving
argument dilution
premature consessions
39. Tendency for people in group negotiations to underestimate the number of feasible options
circular logrolli
sequence planning
tunnel vision
most common cognitive mistakes in Negotiation
40. Making projections about future outcomes
options
horizon thinkng
aspect ratio framing
defend/attack spirals
41. 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.
inductive reasoning
circular logrolli
options
argument dilution
42. 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.
functional fixedness
tunnel vision
sunk cost framing
endowment effect
43. We feel obligated to return in kind what others have offered or given us
premature consessions
sequence vs. issue planning
reciprocity principle
a position in negotiation
44. 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
sunk cost framing
reservation price
distributive negotiations
some options by redefining the problems (alternative solutions)
45. 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
pivotal power
things to look for when identifying and define the problem
communication in negotiaion
individual collectivism
46. Unable to acces knowledge when we need it
inert knowledge problem
cognitive route
key components in Negotiation
distributive negotiations
47. Zone Of Possible Aggreements defined by range between parties' reservation prices
flower child negotiator
egalitarianism hierarchy
logrolling
ZOPA
48. Splitting the difference or compromising which is ofern mistaken for win-win negotiaitions
identification based trust
deductive reasoning
equal concession negotiaitor
issue mix
49. Skilled negotiators were significantly more likely to set upper and lower limits - planning was done in terms of ranges - more flexible than average negotiators
setting limits
impossibilty theorem
active listening
equal concession negotiaitor
50. Your Best Alternative To a Negotiated Agreement
problem solving model
reservation price
BATNA
divergent thinking