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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. 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
integrative negotiation
GRIP goals
things to look for when identifying and define the problem
key steps in integrative negotiation
2. Grounded bahvioral predicatability and it occurs when a person has enough information about others to understand them and accurately predict their behavior
knowledge based trust
argument dilution
multiphase negotiations
active listening activities
3. 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)
options
sequence planning
non-verbal attending
pivotal power
4. Your Best Alternative To a Negotiated Agreement
integrative negotiation
BATNA
cognitive route
logrolling
5. Grounded in complete empathy with another persons desires and intentions
common identity groups
issue mix
legitimacy
identification based trust
6. One negotiator receives what he or she wants and the other is compensated by some method that was initially out of reach
relevant polarity framing
integrative negotiation
convergent thinking
nonspecific compensation
7. 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
old fashioned negotiator
cognitive route
base rates
8. Making projections about future outcomes
GRIP goals
individual collectivism
horizon thinkng
nonspecific compensation
9. One that calls into question anothers character
options
individual collectivism
sequence planning
dispositional attribution
10. Being overly affected by form of a presentation of information in negotiation (pay attention to both content and context. even though framing is important - be more aware of the content!)
Particularism
options
relationship issues
most common cognitive mistakes in Negotiation
11. Average Negotiators more reliant on sequence planning - Skilled Negotiators more likely to use issue planning (more flexible plan)
a position in negotiation
premature consessions
partnership model
sequence vs. issue planning
12. The union of both parties issue sets
GRIP goals
sunk cost framing
relevant polarity framing
issue mix
13. '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
relevant polarity framing
deterrence based trust
functional fixedness
equal concession negotiaitor
14. We feel obligated to return in kind what others have offered or given us
knowledge based trust
reciprocity principle
perseverance effect
sequence vs. issue planning
15. 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
individual collectivism
aspect ratio framing
false conflict or illusory conflict
walk away alternative
16. Means by which people influence others
individual collectivism
egalitarianism hierarchy
ways to generate options to a problem
affective route
17. How much utility we derive depends on who is providing it
old fashioned negotiator
inert knowledge problem
Particularism
horizon thinkng
18. Someone who realizes both that the pie can be expanded and who does not forget to claim resources
sequence planning
social striving
enlightened negotiator
walk away alternative
19. Skilled negotiators tended to avoid saying gratuitous things about themselves - avoided self descriptions of 'fair' or 'reasonable' and comments such as generous offer
irritators
nonspecific compensation
partnership model
non-verbal attending
20. If we reach agreement - we commit to some option
false conflict or illusory conflict
commitment
affective route
illusory correlation
21. Basic human motive concerning preservation of the self versus collective
individual collectivism
aspect ratio framing
verbal minimal encouragers
active listening
22. Skilled negotiators were significantly more likely to set upper and lower limits - planning was done in terms of ranges - more flexible than average negotiators
multiparty negotiations
walk away alternative
tunnel vision
setting limits
23. The worst agreement you're willing to accept ('walk-away')
integrative negotiation
reservation price
seller status framing
pivotal power
24. Agreements wherein negotiators make bets based on their differences in beliefs forecasts risk profiles and interests
an interest in negotiation
verbal minimal encouragers
contingency contracts
seller status framing
25. reliability - mutual acceptance - emotions
options
functional fixedness
exploration of options
relationship issues
26. Goals and interests related to: Gain - relationship - identity - process
GRIP goals
egalitarianism hierarchy
commitment
key steps in integrative negotiation
27. A situation in which conflict does not exist between people yet they erroneously perceive the presence of conflict
irritators
logrolling
false conflict or illusory conflict
contingency contracts
28. Proceed towards one answer
argument dilution
common bond groups
convergent thinking
problem solving model
29. Tendency for people in group negotiations to underestimate the number of feasible options
tunnel vision
ways to generate options to a problem
argument dilution
an interest in negotiation
30. Based on consistency of behvior
deterrence based trust
ZOPA
argument dilution
active listening activities
31. 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.
sunk cost framing
walk away alternative
base rates
enlightened negotiator
32. Group members independently write down ideas for resolvig negotiation then meet a share the ideas
dispositional attribution
illusory correlation
verbal minimal encouragers
brainwriting
33. Negotiators thinking they are revealing more information that they actually are
verbal minimal encouragers
illusion of transparecy
false conflict or illusory conflict
impossibilty theorem
34. Prepare to listen - Non-verbal attending - Verbally interact with and Encourage the speaker(helps ensure understanding)
reflections
perseverance effect
seller status framing
active listening activities
35. See invalid correlations between events
illusory correlation
commitment
social loafing
argument dilution
36. The strategy of trading off in a negotiaion so as to capitalize on differet strengths of preference
logrolling
deductive reasoning
relationship issues
reservation price
37. Splitting the difference or compromising which is ofern mistaken for win-win negotiaitions
equal concession negotiaitor
illusion of transparecy
sequence vs. issue planning
multiphase negotiations
38. Listening actively and empathetically to whatever the other party says
sequence vs. issue planning
joint gain
cognitive route
communication in negotiaion
39. Making concessions on issues before they are even requested
premature consessions
things to look for when identifying and define the problem
legitimacy
commitment
40. Expand the amount of available resources
cohension
deterrence based trust
integrative negotiation
circular logrolli
41. What you say you want - your solution
a position in negotiation
knowledge based trust
barrier to agreement
sunk cost framing
42. Negotiator unilaterally deduces what the counterpartys true interests are - and where the joint gains are by listening to their responses in negotiation
tunnel vision
inductive reasoning
integrative negotiation
deterrence based trust
43. Form of hypothesis testing - or trial and error
contingency contracts
most common cognitive mistakes in Negotiation
errors that prevent agreement
inductive reasoning
44. BATNA - Reservation Price - ZOPA - Value Creation through Trades
communication in negotiaion
integrative negotiation
key components in Negotiation
an interest in negotiation
45. Someone who is too concerned with win-win negotiations they forget to claim resources
flower child negotiator
enlightened negotiator
errors that prevent agreement
commitment
46. 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
ZOPA
some options by redefining the problems (alternative solutions)
old fashioned negotiator
tunnel vision
47. Skilled negotiators - if they decided to attack - gave no warning and attacked severely
defend/attack spirals
false conflict or illusory conflict
BATNA
sequence vs. issue planning
48. Mental model of negotiation in which people consider negotiation to be the task of definin and solving a problem
key components in Negotiation
problem solving model
equal concession negotiaitor
ways to generate options to a problem
49. Someone who believs one must adopt a tough hard stance to negotiate
deductive reasoning
social striving
old fashioned negotiator
convergent thinking
50. Dies-hard bargainers - Lack of trust - Sabotage from weak commitments - Differences in gender and culture - Difficulties in communication
knowledge based trust
deductive reasoning
commitment
barrier to agreement
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