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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. 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)
logrolling
non-verbal attending
false conflict or illusory conflict
defend/attack spirals
2. Grounded bahvioral predicatability and it occurs when a person has enough information about others to understand them and accurately predict their behavior
tunnel vision
most common cognitive mistakes in Negotiation
knowledge based trust
key steps in integrative negotiation
3. Someone who is too concerned with win-win negotiations they forget to claim resources
active listening
flower child negotiator
errors that prevent agreement
premature consessions
4. 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.
brainwriting
argument dilution
false conflict or illusory conflict
ZOPA
5. Negotiator unilaterally deduces what the counterpartys true interests are - and where the joint gains are by listening to their responses in negotiation
integrative negotiation
argument dilution
inductive reasoning
some guild lines in evaluating options and reaching a consensus
6. Mental model of negotiation in which people consider negotiation to be the task of definin and solving a problem
inductive reasoning
problem solving model
affective route
barrier to agreement
7. Tendency for people in group negotiations to underestimate the number of feasible options
knowledge based trust
brainwriting
tunnel vision
seller status framing
8. Division of large - all encompassing issues into smaller more manageable ones
unbundling
a position in negotiation
common bond groups
gamblers fallacy
9. The strenght of positive relations within a team
errors that prevent agreement
cohension
deterrence based trust
individual collectivism
10. Prepare to listen - Non-verbal attending - Verbally interact with and Encourage the speaker(helps ensure understanding)
errors that prevent agreement
affective route
sequence planning
active listening activities
11. Your Best Alternative To a Negotiated Agreement
identification based trust
cohension
joint gain
BATNA
12. Listening actively and empathetically to whatever the other party says
reservation price
communication in negotiaion
multiparty negotiations
social striving
13. Splitting the difference or compromising which is ofern mistaken for win-win negotiaitions
sequence planning
premature consessions
horizon thinkng
equal concession negotiaitor
14. The total of the gains earned by each party in the negotiation
illusory correlation
joint gain
perseverance effect
defend/attack spirals
15. Average Negotiators more reliant on sequence planning - Skilled Negotiators more likely to use issue planning (more flexible plan)
partnership model
options
sequence vs. issue planning
cognitive route
16. 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
communication in negotiaion
BATNA
dispositional attribution
17. Group members independently write down ideas for resolvig negotiation then meet a share the ideas
reservation price
brainwriting
problem solving model
reflections
18. Working harder in a group
brainwriting
non-verbal attending
social striving
inductive reasoning
19. External standards or precedents that might convince one or both parties that a proposed agreement is fair
legitimacy
an interest in negotiation
perseverance effect
setting limits
20. Negotiators thinking they are revealing more information that they actually are
integrative negotiation
equal concession negotiaitor
illusion of transparecy
aspect ratio framing
21. One that calls into question anothers character
commitment
inductive reasoning
dispositional attribution
relevant polarity framing
22. Based on consistency of behvior
deterrence based trust
joint gain
key components in Negotiation
relationship issues
23. Making projections about future outcomes
exploration of options
errors that prevent agreement
horizon thinkng
base rates
24. Means by which people influence others
problem solving model
tunnel vision
endowment effect
egalitarianism hierarchy
25. If we reach agreement - we commit to some option
reservation price
premature consessions
commitment
Particularism
26. When a problem solver bases a strategy on familiar methods
issue mix
relevant polarity framing
functional fixedness
ZOPA
27. A situation in which conflict does not exist between people yet they erroneously perceive the presence of conflict
commitment
false conflict or illusory conflict
most common cognitive mistakes in Negotiation
walk away alternative
28. Grounded in complete empathy with another persons desires and intentions
setting limits
convergent thinking
identification based trust
brainwriting
29. Basic human motive concerning preservation of the self versus collective
individual collectivism
things to look for when identifying and define the problem
ways to generate options to a problem
social striving
30. Skilled negotiators tended to avoid saying gratuitous things about themselves - avoided self descriptions of 'fair' or 'reasonable' and comments such as generous offer
individual collectivism
reflections
deterrence based trust
irritators
31. '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
reservation price
BATNA
key components in Negotiation
relevant polarity framing
32. Dies-hard bargainers - Lack of trust - Sabotage from weak commitments - Differences in gender and culture - Difficulties in communication
barrier to agreement
an interest in negotiation
base rates
impossibilty theorem
33. Form of hypothesis testing - or trial and error
unbundling
exploration of options
inductive reasoning
communication in negotiaion
34. Skilled negotiators - if they decided to attack - gave no warning and attacked severely
defend/attack spirals
equal concession negotiaitor
key steps in integrative negotiation
enlightened negotiator
35. Making concessions on issues before they are even requested
cognitive route
premature consessions
integrative negotiation
social striving
36. 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
impossibilty theorem
key steps in integrative negotiation
multiphase negotiations
sequence planning
37. What you really care about - wants needs etc
verbal minimal encouragers
identification based trust
an interest in negotiation
equal concession negotiaitor
38. Someone who realizes both that the pie can be expanded and who does not forget to claim resources
false conflict or illusory conflict
social loafing
most common cognitive mistakes in Negotiation
enlightened negotiator
39. Believing something is true even after it has been proven not
perseverance effect
multiparty negotiations
inductive reasoning
inductive reasoning
40. Goals and interests related to: Gain - relationship - identity - process
relevant polarity framing
egalitarianism hierarchy
unbundling
GRIP goals
41. 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
sequence planning
distributive negotiations
illusory correlation
false conflict or illusory conflict
42. We feel obligated to return in kind what others have offered or given us
knowledge based trust
reciprocity principle
setting limits
reservation price
43. Clients are treated like partners
partnership model
false conflict or illusory conflict
key components in Negotiation
defend/attack spirals
44. The strategy of trading off in a negotiaion so as to capitalize on differet strengths of preference
illusory correlation
logrolling
options
walk away alternative
45. The union of both parties issue sets
identification based trust
issue mix
cohension
exploration of options
46. Possible agreements or part of agreemenrrs that you might reach with your negotiation party
common bond groups
options
some guild lines in evaluating options and reaching a consensus
reciprocity principle
47. Identify and define the problem - Understand the problem fully - identify interests and needs on both sides - Generate alternative solutions - Evaluate and select among alternative
illusion of transparecy
cognitive route
key steps in integrative negotiation
communication in negotiaion
48. 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.
common bond groups
sunk cost framing
an interest in negotiation
enlightened negotiator
49. The ability to change a losing coalition into winning coalition
sunk cost framing
horizon thinkng
reciprocity principle
pivotal power
50. 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
perseverance effect
reflections
base rates
some guild lines in evaluating options and reaching a consensus