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. The process of drawing logical conclusions






2. Clients are treated like partners






3. Making concessions on issues before they are even requested






4. 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






5. Dies-hard bargainers - Lack of trust - Sabotage from weak commitments - Differences in gender and culture - Difficulties in communication






6. The union of both parties issue sets






7. Working harder in a group






8. 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






9. When a problem solver bases a strategy on familiar methods






10. Members who are attracted to the group






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






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






13. 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






14. The total of the gains earned by each party in the negotiation






15. Someone who believs one must adopt a tough hard stance to negotiate






16. Working less hard in a group






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






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






19. 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






20. Members who are attracted to particular members






21. 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






22. 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)






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






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






25. Irrational excalation - Partisian Perceptions - Unreasonable expectations - Overconfidence - Unchecked emotions






26. The strategy of trading off in a negotiaion so as to capitalize on differet strengths of preference






27. Out of the box thinking






28. '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






29. 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






30. Unable to acces knowledge when we need it






31. 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






32. 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






33. Form of hypothesis testing - or trial and error






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






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






36. Also known as Reflective Listening - as we can reflect on what was said - how it was said - and the nonverbal cues






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






38. Based on intuition and emotion






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






40. Possible agreements or part of agreemenrrs that you might reach with your negotiation party






41. The frequency with which some event or pattern occurs in the general population






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






43. Making projections about future outcomes






44. Expand the amount of available resources






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






46. Proceed towards one answer






47. Your Best Alternative To a Negotiated Agreement






48. See invalid correlations between events






49. We feel obligated to return in kind what others have offered or given us






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