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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. Identify and define the problem - Understand the problem fully - identify interests and needs on both sides - Generate alternative solutions - Evaluate and select among alternative
walk away alternative
problem solving model
issue mix
key steps in integrative negotiation
2. The strenght of positive relations within a team
key components in Negotiation
cohension
aspect ratio framing
equal concession negotiaitor
3. Your Best Alternative To a Negotiated Agreement
aspect ratio framing
tunnel vision
BATNA
ZOPA
4. A situation in which conflict does not exist between people yet they erroneously perceive the presence of conflict
exploration of options
some guild lines in evaluating options and reaching a consensus
verbal minimal encouragers
false conflict or illusory conflict
5. Average Negotiators more reliant on sequence planning - Skilled Negotiators more likely to use issue planning (more flexible plan)
unbundling
brainwriting
identification based trust
sequence vs. issue planning
6. The process of drawing logical conclusions
barrier to agreement
problem solving model
deductive reasoning
common bond groups
7. What can i do if i walk away without agreement? which is best
egalitarianism hierarchy
ZOPA
walk away alternative
relationship issues
8. BATNA - Reservation Price - ZOPA - Value Creation through Trades
an interest in negotiation
key components in Negotiation
BATNA
affective route
9. Negotiators thinking they are revealing more information that they actually are
seller status framing
reservation price
defend/attack spirals
illusion of transparecy
10. 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)
reciprocity principle
aspect ratio framing
GRIP goals
11. Making projections about future outcomes
partnership model
horizon thinkng
inductive reasoning
circular logrolli
12. Words and sounds - E.g. Really? - You're kidding! - Then what happened - Uh-huh
false conflict or illusory conflict
a position in negotiation
verbal minimal encouragers
Particularism
13. 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
some guild lines in evaluating options and reaching a consensus
defend/attack spirals
GRIP goals
circular logrolli
14. Expand the amount of available resources
unbundling
integrative negotiation
GRIP goals
contingency contracts
15. Members who are attracted to the group
tunnel vision
sequence planning
cohension
common identity groups
16. Skilled negotiators - if they decided to attack - gave no warning and attacked severely
sequence vs. issue planning
perseverance effect
defend/attack spirals
options
17. Negotiator unilaterally deduces what the counterpartys true interests are - and where the joint gains are by listening to their responses in negotiation
inductive reasoning
partnership model
key steps in integrative negotiation
cognitive route
18. Based on intuition and emotion
cognitive route
argument dilution
affective route
reflections
19. Means by which people influence others
inert knowledge problem
ways to generate options to a problem
egalitarianism hierarchy
defend/attack spirals
20. 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
relevant polarity framing
circular logrolli
problem solving model
logrolling
21. Skilled negotiators considered a wider range of outcomes or options than did average negotiators - they seem to demonstrate a willingness to consider counterparts' options
sequence planning
verbal minimal encouragers
exploration of options
illusion of transparecy
22. The total of the gains earned by each party in the negotiation
exploration of options
common identity groups
joint gain
sequence vs. issue planning
23. Working less hard in a group
aspect ratio framing
illusory correlation
inductive reasoning
social loafing
24. Tendency for people in group negotiations to underestimate the number of feasible options
Particularism
seller status framing
brainwriting
tunnel vision
25. Mental model of negotiation in which people consider negotiation to be the task of definin and solving a problem
joint gain
problem solving model
knowledge based trust
sunk cost framing
26. 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
a position in negotiation
cohension
reflections
27. 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
nonspecific compensation
unbundling
sequence vs. issue planning
28. Group members independently write down ideas for resolvig negotiation then meet a share the ideas
multiphase negotiations
inert knowledge problem
issue mix
brainwriting
29. Working harder in a group
argument dilution
individual collectivism
social striving
reflections
30. '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
relevant polarity framing
a position in negotiation
errors that prevent agreement
perseverance effect
31. 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
communication in negotiaion
sequence vs. issue planning
divergent thinking
32. The strategy of trading off in a negotiaion so as to capitalize on differet strengths of preference
affective route
multiparty negotiations
partnership model
logrolling
33. The worst agreement you're willing to accept ('walk-away')
reciprocity principle
brainwriting
reservation price
horizon thinkng
34. What you say you want - your solution
exploration of options
a position in negotiation
deterrence based trust
integrative negotiation
35. How much utility we derive depends on who is providing it
key components in Negotiation
base rates
Particularism
pivotal power
36. Someone who is too concerned with win-win negotiations they forget to claim resources
relationship issues
flower child negotiator
joint gain
problem solving model
37. When a problem solver bases a strategy on familiar methods
sequence vs. issue planning
social loafing
functional fixedness
integrative negotiation
38. Unable to acces knowledge when we need it
issue mix
relevant polarity framing
inert knowledge problem
convergent thinking
39. Irrational excalation - Partisian Perceptions - Unreasonable expectations - Overconfidence - Unchecked emotions
GRIP goals
errors that prevent agreement
inductive reasoning
common identity groups
40. Dies-hard bargainers - Lack of trust - Sabotage from weak commitments - Differences in gender and culture - Difficulties in communication
barrier to agreement
deductive reasoning
identification based trust
errors that prevent agreement
41. Also known as Reflective Listening - as we can reflect on what was said - how it was said - and the nonverbal cues
integrative negotiation
dispositional attribution
active listening
sequence vs. issue planning
42. Agreements wherein negotiators make bets based on their differences in beliefs forecasts risk profiles and interests
endowment effect
contingency contracts
argument dilution
multiparty negotiations
43. The tendency to treat chance events as though they have a built in evening out mechanism
distributive negotiations
cohension
circular logrolli
gamblers fallacy
44. External standards or precedents that might convince one or both parties that a proposed agreement is fair
reservation price
some options by redefining the problems (alternative solutions)
legitimacy
individual collectivism
45. Members who are attracted to particular members
exploration of options
partnership model
a position in negotiation
common bond groups
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
cohension
divergent thinking
impossibilty theorem
setting limits
47. Division of large - all encompassing issues into smaller more manageable ones
enlightened negotiator
barrier to agreement
inert knowledge problem
unbundling
48. Out of the box thinking
divergent thinking
active listening
multiparty negotiations
an interest in negotiation
49. Splitting the difference or compromising which is ofern mistaken for win-win negotiaitions
sequence vs. issue planning
exploration of options
egalitarianism hierarchy
equal concession negotiaitor
50. 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.
active listening
seller status framing
sequence planning
deductive reasoning