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. 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
inductive reasoning
verbal minimal encouragers
walk away alternative
2. Group members independently write down ideas for resolvig negotiation then meet a share the ideas
brainwriting
multiparty negotiations
nonspecific compensation
cohension
3. Skilled negotiators tended to avoid saying gratuitous things about themselves - avoided self descriptions of 'fair' or 'reasonable' and comments such as generous offer
perseverance effect
ZOPA
irritators
enlightened negotiator
4. Means by which people influence others
egalitarianism hierarchy
base rates
sequence planning
horizon thinkng
5. Prepare to listen - Non-verbal attending - Verbally interact with and Encourage the speaker(helps ensure understanding)
nonspecific compensation
relevant polarity framing
active listening activities
pivotal power
6. Goals and interests related to: Gain - relationship - identity - process
social loafing
perseverance effect
multiphase negotiations
GRIP goals
7. One that calls into question anothers character
legitimacy
distributive negotiations
a position in negotiation
dispositional attribution
8. Dies-hard bargainers - Lack of trust - Sabotage from weak commitments - Differences in gender and culture - Difficulties in communication
exploration of options
inductive reasoning
barrier to agreement
aspect ratio framing
9. Members who are attracted to particular members
common bond groups
exploration of options
setting limits
ZOPA
10. Clients are treated like partners
partnership model
inductive reasoning
Particularism
legitimacy
11. See invalid correlations between events
illusory correlation
relationship issues
some guild lines in evaluating options and reaching a consensus
impossibilty theorem
12. Clarify the meaning of communications and check perceptions with the speaker exp. paraphrase in own words
tunnel vision
reflections
multiparty negotiations
inductive reasoning
13. Mental model of negotiation in which people consider negotiation to be the task of definin and solving a problem
relevant polarity framing
problem solving model
barrier to agreement
relationship issues
14. 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
aspect ratio framing
multiphase negotiations
divergent thinking
deductive reasoning
15. What you say you want - your solution
perseverance effect
relevant polarity framing
Particularism
a position in negotiation
16. Grounded bahvioral predicatability and it occurs when a person has enough information about others to understand them and accurately predict their behavior
issue mix
common bond groups
walk away alternative
knowledge based trust
17. 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
communication in negotiaion
integrative negotiation
setting limits
illusion of transparecy
18. Working less hard in a group
integrative negotiation
walk away alternative
deterrence based trust
social loafing
19. Believing something is true even after it has been proven not
an interest in negotiation
brainwriting
perseverance effect
convergent thinking
20. Division of large - all encompassing issues into smaller more manageable ones
circular logrolli
unbundling
inductive reasoning
walk away alternative
21. Grounded in complete empathy with another persons desires and intentions
exploration of options
identification based trust
integrative negotiation
setting limits
22. The total of the gains earned by each party in the negotiation
convergent thinking
joint gain
illusion of transparecy
BATNA
23. Words and sounds - E.g. Really? - You're kidding! - Then what happened - Uh-huh
seller status framing
integrative negotiation
verbal minimal encouragers
contingency contracts
24. Someone who is too concerned with win-win negotiations they forget to claim resources
flower child negotiator
active listening activities
errors that prevent agreement
premature consessions
25. The frequency with which some event or pattern occurs in the general population
unbundling
base rates
active listening activities
contingency contracts
26. 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
circular logrolli
irritators
exploration of options
some options by redefining the problems (alternative solutions)
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
multiparty negotiations
nonspecific compensation
relationship issues
28. Tendency for people in group negotiations to underestimate the number of feasible options
exploration of options
social loafing
relevant polarity framing
tunnel vision
29. The union of both parties issue sets
legitimacy
common identity groups
issue mix
irritators
30. Unable to acces knowledge when we need it
knowledge based trust
verbal minimal encouragers
inert knowledge problem
social striving
31. The strenght of positive relations within a team
cohension
ZOPA
unbundling
endowment effect
32. Brainstorming - electronic brainstorming - surveys
argument dilution
a position in negotiation
barrier to agreement
ways to generate options to a problem
33. Sellers of a product/service will place a higher value on the product/service than will the buyer or third party.
sunk cost framing
endowment effect
affective route
knowledge based trust
34. Based on rational and deliberate thoughts
social striving
sequence vs. issue planning
distributive negotiations
cognitive route
35. 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)
irritators
divergent thinking
inductive reasoning
36. Someone who realizes both that the pie can be expanded and who does not forget to claim resources
horizon thinkng
reciprocity principle
dispositional attribution
enlightened negotiator
37. '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
gamblers fallacy
reservation price
communication in negotiaion
relevant polarity framing
38. reliability - mutual acceptance - emotions
legitimacy
false conflict or illusory conflict
GRIP goals
relationship issues
39. 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)
sequence vs. issue planning
sequence planning
non-verbal attending
cognitive route
40. Possible agreements or part of agreemenrrs that you might reach with your negotiation party
active listening activities
identification based trust
problem solving model
options
41. Based on consistency of behvior
enlightened negotiator
inductive reasoning
deterrence based trust
things to look for when identifying and define the problem
42. External standards or precedents that might convince one or both parties that a proposed agreement is fair
common bond groups
perseverance effect
non-verbal attending
legitimacy
43. Agreements wherein negotiators make bets based on their differences in beliefs forecasts risk profiles and interests
contingency contracts
issue mix
BATNA
irritators
44. Someone who believs one must adopt a tough hard stance to negotiate
old fashioned negotiator
tunnel vision
reservation price
illusory correlation
45. 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
barrier to agreement
problem solving model
endowment effect
some guild lines in evaluating options and reaching a consensus
46. Also known as Reflective Listening - as we can reflect on what was said - how it was said - and the nonverbal cues
convergent thinking
circular logrolli
unbundling
active listening
47. 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
identification based trust
argument dilution
things to look for when identifying and define the problem
sunk cost framing
48. Splitting the difference or compromising which is ofern mistaken for win-win negotiaitions
circular logrolli
equal concession negotiaitor
old fashioned negotiator
non-verbal attending
49. What you really care about - wants needs etc
an interest in negotiation
problem solving model
sequence vs. issue planning
horizon thinkng
50. Proceed towards one answer
reflections
inductive reasoning
functional fixedness
convergent thinking