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. Expand the amount of available resources
reflections
integrative negotiation
egalitarianism hierarchy
knowledge based trust
2. The strategy of trading off in a negotiaion so as to capitalize on differet strengths of preference
old fashioned negotiator
aspect ratio framing
logrolling
flower child negotiator
3. We feel obligated to return in kind what others have offered or given us
reciprocity principle
an interest in negotiation
a position in negotiation
cognitive route
4. The worst agreement you're willing to accept ('walk-away')
tunnel vision
functional fixedness
common bond groups
reservation price
5. Negotiator unilaterally deduces what the counterpartys true interests are - and where the joint gains are by listening to their responses in negotiation
inductive reasoning
enlightened negotiator
common bond groups
setting limits
6. BATNA - Reservation Price - ZOPA - Value Creation through Trades
convergent thinking
setting limits
key components in Negotiation
identification based trust
7. The derivation of group preference from individual preference is indeterminate
impossibilty theorem
sunk cost framing
GRIP goals
active listening activities
8. Basic human motive concerning preservation of the self versus collective
individual collectivism
inductive reasoning
setting limits
pivotal power
9. 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
distributive negotiations
horizon thinkng
sequence planning
inductive reasoning
10. Possible agreements or part of agreemenrrs that you might reach with your negotiation party
key components in Negotiation
options
integrative negotiation
social loafing
11. Identify and define the problem - Understand the problem fully - identify interests and needs on both sides - Generate alternative solutions - Evaluate and select among alternative
some guild lines in evaluating options and reaching a consensus
enlightened negotiator
key steps in integrative negotiation
partnership model
12. Based on rational and deliberate thoughts
cognitive route
relevant polarity framing
key steps in integrative negotiation
setting limits
13. 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
key components in Negotiation
things to look for when identifying and define the problem
divergent thinking
inert knowledge problem
14. Form of hypothesis testing - or trial and error
social striving
inductive reasoning
things to look for when identifying and define the problem
problem solving model
15. Group members independently write down ideas for resolvig negotiation then meet a share the ideas
brainwriting
barrier to agreement
base rates
cohension
16. 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
inductive reasoning
integrative negotiation
convergent thinking
horizon thinkng
17. Prepare to listen - Non-verbal attending - Verbally interact with and Encourage the speaker(helps ensure understanding)
active listening activities
sunk cost framing
argument dilution
walk away alternative
18. 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.
barrier to agreement
individual collectivism
argument dilution
errors that prevent agreement
19. Someone who believs one must adopt a tough hard stance to negotiate
old fashioned negotiator
an interest in negotiation
problem solving model
individual collectivism
20. Someone who realizes both that the pie can be expanded and who does not forget to claim resources
BATNA
key steps in integrative negotiation
irritators
enlightened negotiator
21. The process of drawing logical conclusions
old fashioned negotiator
convergent thinking
deductive reasoning
errors that prevent agreement
22. 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
multiphase negotiations
a position in negotiation
deductive reasoning
cognitive route
23. 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)
functional fixedness
non-verbal attending
cohension
affective route
24. 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
common bond groups
contingency contracts
convergent thinking
some options by redefining the problems (alternative solutions)
25. Negotiators thinking they are revealing more information that they actually are
illusion of transparecy
inductive reasoning
seller status framing
non-verbal attending
26. 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
multiphase negotiations
individual collectivism
some guild lines in evaluating options and reaching a consensus
affective route
27. 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.
base rates
communication in negotiaion
sunk cost framing
deterrence based trust
28. Splitting the difference or compromising which is ofern mistaken for win-win negotiaitions
inert knowledge problem
equal concession negotiaitor
integrative negotiation
barrier to agreement
29. See invalid correlations between events
premature consessions
some guild lines in evaluating options and reaching a consensus
illusory correlation
legitimacy
30. Working harder in a group
social striving
active listening activities
unbundling
knowledge based trust
31. Members who are attracted to the group
identification based trust
common identity groups
false conflict or illusory conflict
reservation price
32. What you say you want - your solution
non-verbal attending
a position in negotiation
integrative negotiation
deductive reasoning
33. Proceed towards one answer
multiphase negotiations
verbal minimal encouragers
convergent thinking
partnership model
34. Clients are treated like partners
partnership model
seller status framing
legitimacy
deterrence based trust
35. The strenght of positive relations within a team
pivotal power
functional fixedness
cohension
verbal minimal encouragers
36. 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
seller status framing
sequence vs. issue planning
functional fixedness
defend/attack spirals
37. Someone who is too concerned with win-win negotiations they forget to claim resources
inert knowledge problem
joint gain
flower child negotiator
individual collectivism
38. 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
seller status framing
argument dilution
commitment
39. Dies-hard bargainers - Lack of trust - Sabotage from weak commitments - Differences in gender and culture - Difficulties in communication
barrier to agreement
old fashioned negotiator
brainwriting
legitimacy
40. What can i do if i walk away without agreement? which is best
unbundling
walk away alternative
a position in negotiation
illusory correlation
41. Irrational excalation - Partisian Perceptions - Unreasonable expectations - Overconfidence - Unchecked emotions
identification based trust
functional fixedness
enlightened negotiator
errors that prevent agreement
42. External standards or precedents that might convince one or both parties that a proposed agreement is fair
equal concession negotiaitor
some options by redefining the problems (alternative solutions)
legitimacy
horizon thinkng
43. Average Negotiators more reliant on sequence planning - Skilled Negotiators more likely to use issue planning (more flexible plan)
sequence vs. issue planning
aspect ratio framing
circular logrolli
legitimacy
44. Division of large - all encompassing issues into smaller more manageable ones
gamblers fallacy
aspect ratio framing
things to look for when identifying and define the problem
unbundling
45. Working less hard in a group
errors that prevent agreement
aspect ratio framing
social loafing
some options by redefining the problems (alternative solutions)
46. Also known as Reflective Listening - as we can reflect on what was said - how it was said - and the nonverbal cues
egalitarianism hierarchy
active listening
enlightened negotiator
key steps in integrative negotiation
47. Skilled negotiators considered a wider range of outcomes or options than did average negotiators - they seem to demonstrate a willingness to consider counterparts' options
exploration of options
relationship issues
communication in negotiaion
key steps in integrative negotiation
48. What you really care about - wants needs etc
an interest in negotiation
partnership model
premature consessions
divergent thinking
49. Skilled negotiators tended to avoid saying gratuitous things about themselves - avoided self descriptions of 'fair' or 'reasonable' and comments such as generous offer
inert knowledge problem
irritators
options
things to look for when identifying and define the problem
50. Mental model of negotiation in which people consider negotiation to be the task of definin and solving a problem
aspect ratio framing
enlightened negotiator
problem solving model
things to look for when identifying and define the problem