Test your basic knowledge |

Negotiation

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. Brainstorming - electronic brainstorming - surveys






2. One negotiator receives what he or she wants and the other is compensated by some method that was initially out of reach






3. 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.






4. Words and sounds - E.g. Really? - You're kidding! - Then what happened - Uh-huh






5. External standards or precedents that might convince one or both parties that a proposed agreement is fair






6. Out of the box thinking






7. Negotiator unilaterally deduces what the counterpartys true interests are - and where the joint gains are by listening to their responses in negotiation






8. Agreements wherein negotiators make bets based on their differences in beliefs forecasts risk profiles and interests






9. Someone who is too concerned with win-win negotiations they forget to claim resources






10. Division of large - all encompassing issues into smaller more manageable ones






11. 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






12. 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






13. How much utility we derive depends on who is providing it






14. 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






15. One that calls into question anothers character






16. Based on consistency of behvior






17. The worst agreement you're willing to accept ('walk-away')






18. 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






19. Unable to acces knowledge when we need it






20. Tendency for people in group negotiations to underestimate the number of feasible options






21. Grounded in complete empathy with another persons desires and intentions






22. Skilled negotiators - if they decided to attack - gave no warning and attacked severely






23. 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.






24. Making concessions on issues before they are even requested






25. 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






26. Skilled negotiators considered a wider range of outcomes or options than did average negotiators - they seem to demonstrate a willingness to consider counterparts' options






27. BATNA - Reservation Price - ZOPA - Value Creation through Trades






28. 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






29. Negotiators thinking they are revealing more information that they actually are






30. Believing something is true even after it has been proven not






31. Grounded bahvioral predicatability and it occurs when a person has enough information about others to understand them and accurately predict their behavior






32. Your Best Alternative To a Negotiated Agreement






33. Means by which people influence others






34. Clients are treated like partners






35. A situation in which conflict does not exist between people yet they erroneously perceive the presence of conflict






36. Clarify the meaning of communications and check perceptions with the speaker exp. paraphrase in own words






37. Basic human motive concerning preservation of the self versus collective






38. Based on rational and deliberate thoughts






39. Someone who realizes both that the pie can be expanded and who does not forget to claim resources






40. The ability to change a losing coalition into winning coalition






41. '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






42. Expand the amount of available resources






43. Skilled negotiators tended to avoid saying gratuitous things about themselves - avoided self descriptions of 'fair' or 'reasonable' and comments such as generous offer






44. If we reach agreement - we commit to some option






45. Based on intuition and emotion






46. The tendency to treat chance events as though they have a built in evening out mechanism






47. Zone Of Possible Aggreements defined by range between parties' reservation prices






48. reliability - mutual acceptance - emotions






49. The derivation of group preference from individual preference is indeterminate






50. Skilled negotiators were significantly more likely to set upper and lower limits - planning was done in terms of ranges - more flexible than average negotiators