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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. 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
social striving
aspect ratio framing
walk away alternative
illusory correlation
2. Grounded bahvioral predicatability and it occurs when a person has enough information about others to understand them and accurately predict their behavior
some options by redefining the problems (alternative solutions)
some guild lines in evaluating options and reaching a consensus
reciprocity principle
knowledge based trust
3. 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
logrolling
some guild lines in evaluating options and reaching a consensus
relevant polarity framing
4. How much utility we derive depends on who is providing it
cohension
deductive reasoning
Particularism
reservation price
5. 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
ways to generate options to a problem
BATNA
defend/attack spirals
integrative negotiation
6. Believing something is true even after it has been proven not
perseverance effect
reflections
an interest in negotiation
key components in Negotiation
7. Clarify the meaning of communications and check perceptions with the speaker exp. paraphrase in own words
reflections
illusion of transparecy
a position in negotiation
barrier to agreement
8. One negotiator receives what he or she wants and the other is compensated by some method that was initially out of reach
knowledge based trust
nonspecific compensation
horizon thinkng
options
9. Prepare to listen - Non-verbal attending - Verbally interact with and Encourage the speaker(helps ensure understanding)
Particularism
illusory correlation
active listening activities
reflections
10. 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
knowledge based trust
old fashioned negotiator
seller status framing
common bond groups
11. Mental model of negotiation in which people consider negotiation to be the task of definin and solving a problem
dispositional attribution
divergent thinking
problem solving model
reservation price
12. Skilled negotiators tended to avoid saying gratuitous things about themselves - avoided self descriptions of 'fair' or 'reasonable' and comments such as generous offer
problem solving model
impossibilty theorem
irritators
some options by redefining the problems (alternative solutions)
13. A situation in which conflict does not exist between people yet they erroneously perceive the presence of conflict
reciprocity principle
false conflict or illusory conflict
egalitarianism hierarchy
exploration of options
14. 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
identification based trust
illusory correlation
circular logrolli
dispositional attribution
15. We feel obligated to return in kind what others have offered or given us
equal concession negotiaitor
reciprocity principle
options
barrier to agreement
16. 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
verbal minimal encouragers
convergent thinking
distributive negotiations
deductive reasoning
17. Identify and define the problem - Understand the problem fully - identify interests and needs on both sides - Generate alternative solutions - Evaluate and select among alternative
things to look for when identifying and define the problem
key steps in integrative negotiation
verbal minimal encouragers
divergent thinking
18. Splitting the difference or compromising which is ofern mistaken for win-win negotiaitions
equal concession negotiaitor
commitment
communication in negotiaion
BATNA
19. Negotiator unilaterally deduces what the counterpartys true interests are - and where the joint gains are by listening to their responses in negotiation
horizon thinkng
inductive reasoning
issue mix
walk away alternative
20. Someone who is too concerned with win-win negotiations they forget to claim resources
active listening
relevant polarity framing
an interest in negotiation
flower child negotiator
21. 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
seller status framing
a position in negotiation
relationship issues
some options by redefining the problems (alternative solutions)
22. Words and sounds - E.g. Really? - You're kidding! - Then what happened - Uh-huh
distributive negotiations
aspect ratio framing
verbal minimal encouragers
dispositional attribution
23. Based on consistency of behvior
deterrence based trust
exploration of options
a position in negotiation
functional fixedness
24. 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
deterrence based trust
multiphase negotiations
multiparty negotiations
pivotal power
25. The worst agreement you're willing to accept ('walk-away')
sunk cost framing
identification based trust
reservation price
argument dilution
26. See invalid correlations between events
logrolling
ways to generate options to a problem
illusory correlation
knowledge based trust
27. Dies-hard bargainers - Lack of trust - Sabotage from weak commitments - Differences in gender and culture - Difficulties in communication
integrative negotiation
barrier to agreement
convergent thinking
cohension
28. Skilled negotiators considered a wider range of outcomes or options than did average negotiators - they seem to demonstrate a willingness to consider counterparts' options
walk away alternative
exploration of options
irritators
key steps in integrative negotiation
29. Members who are attracted to particular members
partnership model
key steps in integrative negotiation
equal concession negotiaitor
common bond groups
30. Someone who realizes both that the pie can be expanded and who does not forget to claim resources
some options by redefining the problems (alternative solutions)
enlightened negotiator
circular logrolli
distributive negotiations
31. The strenght of positive relations within a team
affective route
common bond groups
cohension
relationship issues
32. The union of both parties issue sets
multiparty negotiations
tunnel vision
legitimacy
issue mix
33. Listening actively and empathetically to whatever the other party says
sequence vs. issue planning
false conflict or illusory conflict
communication in negotiaion
cohension
34. BATNA - Reservation Price - ZOPA - Value Creation through Trades
key components in Negotiation
defend/attack spirals
sequence planning
reservation price
35. Based on rational and deliberate thoughts
BATNA
cognitive route
distributive negotiations
nonspecific compensation
36. Based on intuition and emotion
aspect ratio framing
reciprocity principle
distributive negotiations
affective route
37. The tendency to treat chance events as though they have a built in evening out mechanism
cohension
affective route
gamblers fallacy
old fashioned negotiator
38. Proceed towards one answer
inductive reasoning
communication in negotiaion
premature consessions
convergent thinking
39. Out of the box thinking
sunk cost framing
divergent thinking
inert knowledge problem
unbundling
40. External standards or precedents that might convince one or both parties that a proposed agreement is fair
legitimacy
issue mix
logrolling
inert knowledge problem
41. Sellers of a product/service will place a higher value on the product/service than will the buyer or third party.
divergent thinking
endowment effect
integrative negotiation
individual collectivism
42. Irrational excalation - Partisian Perceptions - Unreasonable expectations - Overconfidence - Unchecked emotions
most common cognitive mistakes in Negotiation
individual collectivism
errors that prevent agreement
active listening
43. Basic human motive concerning preservation of the self versus collective
individual collectivism
Particularism
flower child negotiator
equal concession negotiaitor
44. Means by which people influence others
communication in negotiaion
egalitarianism hierarchy
integrative negotiation
base rates
45. Grounded in complete empathy with another persons desires and intentions
joint gain
argument dilution
identification based trust
seller status framing
46. Your Best Alternative To a Negotiated Agreement
BATNA
illusion of transparecy
ZOPA
endowment effect
47. Division of large - all encompassing issues into smaller more manageable ones
non-verbal attending
some guild lines in evaluating options and reaching a consensus
unbundling
horizon thinkng
48. Possible agreements or part of agreemenrrs that you might reach with your negotiation party
argument dilution
egalitarianism hierarchy
options
deductive reasoning
49. Someone who believs one must adopt a tough hard stance to negotiate
an interest in negotiation
convergent thinking
integrative negotiation
old fashioned negotiator
50. What you really care about - wants needs etc
an interest in negotiation
sequence planning
dispositional attribution
egalitarianism hierarchy