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. Negotiator unilaterally deduces what the counterpartys true interests are - and where the joint gains are by listening to their responses in negotiation
inductive reasoning
knowledge based trust
reciprocity principle
joint gain
2. Skilled negotiators considered a wider range of outcomes or options than did average negotiators - they seem to demonstrate a willingness to consider counterparts' options
integrative negotiation
sunk cost framing
horizon thinkng
exploration of options
3. Coalitions can form among parties - Natural Coalitions:allies share a broad range of common interests - there are likely to be frequent allies - single-issue coalitions:Parties difffer on other issues unite on singe issue - might be Strange Bedfellow
walk away alternative
divergent thinking
multiparty negotiations
functional fixedness
4. 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
key steps in integrative negotiation
seller status framing
ZOPA
functional fixedness
5. External standards or precedents that might convince one or both parties that a proposed agreement is fair
verbal minimal encouragers
joint gain
legitimacy
most common cognitive mistakes in Negotiation
6. The union of both parties issue sets
issue mix
unbundling
impossibilty theorem
individual collectivism
7. 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
walk away alternative
things to look for when identifying and define the problem
some options by redefining the problems (alternative solutions)
defend/attack spirals
8. Proceed towards one answer
some guild lines in evaluating options and reaching a consensus
reflections
sunk cost framing
convergent thinking
9. Sellers of a product/service will place a higher value on the product/service than will the buyer or third party.
ZOPA
active listening
endowment effect
things to look for when identifying and define the problem
10. Believing something is true even after it has been proven not
perseverance effect
horizon thinkng
relevant polarity framing
inductive reasoning
11. What you say you want - your solution
aspect ratio framing
a position in negotiation
tunnel vision
most common cognitive mistakes in Negotiation
12. We feel obligated to return in kind what others have offered or given us
reciprocity principle
errors that prevent agreement
relationship issues
options
13. Brainstorming - electronic brainstorming - surveys
ways to generate options to a problem
pivotal power
walk away alternative
deductive reasoning
14. 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
an interest in negotiation
active listening activities
aspect ratio framing
dispositional attribution
15. BATNA - Reservation Price - ZOPA - Value Creation through Trades
ZOPA
cognitive route
sequence vs. issue planning
key components in Negotiation
16. Means by which people influence others
legitimacy
egalitarianism hierarchy
BATNA
seller status framing
17. 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
common bond groups
circular logrolli
active listening activities
identification based trust
18. Clarify the meaning of communications and check perceptions with the speaker exp. paraphrase in own words
reflections
identification based trust
unbundling
legitimacy
19. The frequency with which some event or pattern occurs in the general population
functional fixedness
things to look for when identifying and define the problem
base rates
active listening activities
20. Clients are treated like partners
tunnel vision
errors that prevent agreement
partnership model
Particularism
21. What can i do if i walk away without agreement? which is best
problem solving model
convergent thinking
flower child negotiator
walk away alternative
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
aspect ratio framing
irritators
setting limits
impossibilty theorem
23. When a problem solver bases a strategy on familiar methods
old fashioned negotiator
functional fixedness
distributive negotiations
barrier to agreement
24. The process of drawing logical conclusions
seller status framing
sunk cost framing
egalitarianism hierarchy
deductive reasoning
25. Words and sounds - E.g. Really? - You're kidding! - Then what happened - Uh-huh
common identity groups
joint gain
a position in negotiation
verbal minimal encouragers
26. Grounded in complete empathy with another persons desires and intentions
joint gain
commitment
identification based trust
social loafing
27. The strenght of positive relations within a team
aspect ratio framing
enlightened negotiator
pivotal power
cohension
28. Form of hypothesis testing - or trial and error
false conflict or illusory conflict
ways to generate options to a problem
inductive reasoning
defend/attack spirals
29. 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
multiparty negotiations
active listening activities
sequence planning
integrative negotiation
30. Unable to acces knowledge when we need it
defend/attack spirals
endowment effect
logrolling
inert knowledge problem
31. Someone who believs one must adopt a tough hard stance to negotiate
common bond groups
old fashioned negotiator
logrolling
inert knowledge problem
32. Someone who is too concerned with win-win negotiations they forget to claim resources
sunk cost framing
flower child negotiator
relationship issues
defend/attack spirals
33. Working less hard in a group
walk away alternative
knowledge based trust
social loafing
premature consessions
34. Identify and define the problem - Understand the problem fully - identify interests and needs on both sides - Generate alternative solutions - Evaluate and select among alternative
things to look for when identifying and define the problem
reflections
key steps in integrative negotiation
relationship issues
35. Zone Of Possible Aggreements defined by range between parties' reservation prices
problem solving model
convergent thinking
ZOPA
sequence planning
36. The tendency to treat chance events as though they have a built in evening out mechanism
GRIP goals
gamblers fallacy
active listening
old fashioned negotiator
37. 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!)
contingency contracts
exploration of options
joint gain
most common cognitive mistakes in Negotiation
38. The derivation of group preference from individual preference is indeterminate
reciprocity principle
impossibilty theorem
dispositional attribution
common bond groups
39. A situation in which conflict does not exist between people yet they erroneously perceive the presence of conflict
inert knowledge problem
knowledge based trust
deductive reasoning
false conflict or illusory conflict
40. 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)
communication in negotiaion
egalitarianism hierarchy
nonspecific compensation
non-verbal attending
41. Expand the amount of available resources
integrative negotiation
social loafing
multiparty negotiations
some options by redefining the problems (alternative solutions)
42. Basic human motive concerning preservation of the self versus collective
individual collectivism
key components in Negotiation
inert knowledge problem
active listening
43. Your Best Alternative To a Negotiated Agreement
legitimacy
BATNA
social loafing
logrolling
44. Listening actively and empathetically to whatever the other party says
communication in negotiaion
reservation price
divergent thinking
ways to generate options to a problem
45. Average Negotiators more reliant on sequence planning - Skilled Negotiators more likely to use issue planning (more flexible plan)
unbundling
sequence vs. issue planning
illusion of transparecy
most common cognitive mistakes in Negotiation
46. Based on rational and deliberate thoughts
false conflict or illusory conflict
cognitive route
illusion of transparecy
multiphase negotiations
47. Irrational excalation - Partisian Perceptions - Unreasonable expectations - Overconfidence - Unchecked emotions
GRIP goals
social loafing
defend/attack spirals
errors that prevent agreement
48. Goals and interests related to: Gain - relationship - identity - process
GRIP goals
cognitive route
dispositional attribution
exploration of options
49. One that calls into question anothers character
commitment
equal concession negotiaitor
illusion of transparecy
dispositional attribution
50. What you really care about - wants needs etc
active listening
an interest in negotiation
logrolling
GRIP goals