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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. '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
integrative negotiation
key components in Negotiation
relevant polarity framing
active listening
2. The derivation of group preference from individual preference is indeterminate
impossibilty theorem
individual collectivism
common identity groups
some guild lines in evaluating options and reaching a consensus
3. Grounded in complete empathy with another persons desires and intentions
flower child negotiator
identification based trust
setting limits
false conflict or illusory conflict
4. Splitting the difference or compromising which is ofern mistaken for win-win negotiaitions
walk away alternative
ways to generate options to a problem
Particularism
equal concession negotiaitor
5. Expand the amount of available resources
integrative negotiation
knowledge based trust
affective route
ZOPA
6. Proceed towards one answer
impossibilty theorem
most common cognitive mistakes in Negotiation
convergent thinking
multiparty negotiations
7. The strenght of positive relations within a team
walk away alternative
cohension
active listening activities
common bond groups
8. Negotiators thinking they are revealing more information that they actually are
illusion of transparecy
functional fixedness
inert knowledge problem
key components in Negotiation
9. Your Best Alternative To a Negotiated Agreement
active listening
illusion of transparecy
BATNA
walk away alternative
10. How much utility we derive depends on who is providing it
a position in negotiation
aspect ratio framing
distributive negotiations
Particularism
11. Negotiator unilaterally deduces what the counterpartys true interests are - and where the joint gains are by listening to their responses in negotiation
Particularism
aspect ratio framing
inductive reasoning
gamblers fallacy
12. Sellers of a product/service will place a higher value on the product/service than will the buyer or third party.
endowment effect
a position in negotiation
commitment
joint gain
13. 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
endowment effect
multiphase negotiations
sequence planning
some guild lines in evaluating options and reaching a consensus
14. 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
key steps in integrative negotiation
impossibilty theorem
identification based trust
distributive negotiations
15. reliability - mutual acceptance - emotions
relationship issues
affective route
unbundling
GRIP goals
16. Basic human motive concerning preservation of the self versus collective
non-verbal attending
integrative negotiation
errors that prevent agreement
individual collectivism
17. Skilled negotiators tended to avoid saying gratuitous things about themselves - avoided self descriptions of 'fair' or 'reasonable' and comments such as generous offer
partnership model
some guild lines in evaluating options and reaching a consensus
irritators
affective route
18. Means by which people influence others
exploration of options
nonspecific compensation
horizon thinkng
egalitarianism hierarchy
19. One negotiator receives what he or she wants and the other is compensated by some method that was initially out of reach
inductive reasoning
communication in negotiaion
nonspecific compensation
active listening
20. 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
egalitarianism hierarchy
seller status framing
aspect ratio framing
base rates
21. Listening actively and empathetically to whatever the other party says
inductive reasoning
communication in negotiaion
contingency contracts
non-verbal attending
22. Making projections about future outcomes
horizon thinkng
common bond groups
setting limits
joint gain
23. Identify and define the problem - Understand the problem fully - identify interests and needs on both sides - Generate alternative solutions - Evaluate and select among alternative
integrative negotiation
ways to generate options to a problem
exploration of options
key steps in integrative negotiation
24. Words and sounds - E.g. Really? - You're kidding! - Then what happened - Uh-huh
setting limits
seller status framing
verbal minimal encouragers
cognitive route
25. 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
inductive reasoning
multiparty negotiations
integrative negotiation
barrier to agreement
26. Making concessions on issues before they are even requested
barrier to agreement
convergent thinking
flower child negotiator
premature consessions
27. Working less hard in a group
social loafing
individual collectivism
old fashioned negotiator
defend/attack spirals
28. 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
things to look for when identifying and define the problem
legitimacy
circular logrolli
equal concession negotiaitor
29. Someone who believs one must adopt a tough hard stance to negotiate
ZOPA
impossibilty theorem
old fashioned negotiator
base rates
30. Dies-hard bargainers - Lack of trust - Sabotage from weak commitments - Differences in gender and culture - Difficulties in communication
barrier to agreement
unbundling
nonspecific compensation
inert knowledge problem
31. 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
distributive negotiations
some options by redefining the problems (alternative solutions)
aspect ratio framing
nonspecific compensation
32. Tendency for people in group negotiations to underestimate the number of feasible options
relevant polarity framing
relationship issues
impossibilty theorem
tunnel vision
33. Members who are attracted to particular members
pivotal power
exploration of options
common bond groups
illusory correlation
34. The union of both parties issue sets
false conflict or illusory conflict
issue mix
social striving
endowment effect
35. The worst agreement you're willing to accept ('walk-away')
logrolling
BATNA
communication in negotiaion
reservation price
36. The total of the gains earned by each party in the negotiation
ways to generate options to a problem
joint gain
egalitarianism hierarchy
base rates
37. We feel obligated to return in kind what others have offered or given us
tunnel vision
reciprocity principle
exploration of options
integrative negotiation
38. External standards or precedents that might convince one or both parties that a proposed agreement is fair
exploration of options
unbundling
tunnel vision
legitimacy
39. If we reach agreement - we commit to some option
individual collectivism
commitment
some options by redefining the problems (alternative solutions)
enlightened negotiator
40. Form of hypothesis testing - or trial and error
social loafing
inductive reasoning
deductive reasoning
common bond groups
41. Someone who is too concerned with win-win negotiations they forget to claim resources
flower child negotiator
partnership model
setting limits
non-verbal attending
42. Brainstorming - electronic brainstorming - surveys
exploration of options
communication in negotiaion
setting limits
ways to generate options to a problem
43. Skilled negotiators considered a wider range of outcomes or options than did average negotiators - they seem to demonstrate a willingness to consider counterparts' options
communication in negotiaion
an interest in negotiation
exploration of options
convergent thinking
44. 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
verbal minimal encouragers
relevant polarity framing
things to look for when identifying and define the problem
circular logrolli
45. Based on intuition and emotion
affective route
enlightened negotiator
perseverance effect
commitment
46. Average Negotiators more reliant on sequence planning - Skilled Negotiators more likely to use issue planning (more flexible plan)
cohension
convergent thinking
sequence vs. issue planning
walk away alternative
47. The strategy of trading off in a negotiaion so as to capitalize on differet strengths of preference
cognitive route
BATNA
logrolling
reflections
48. Possible agreements or part of agreemenrrs that you might reach with your negotiation party
active listening
nonspecific compensation
reciprocity principle
options
49. Also known as Reflective Listening - as we can reflect on what was said - how it was said - and the nonverbal cues
active listening
contingency contracts
argument dilution
reciprocity principle
50. Zone Of Possible Aggreements defined by range between parties' reservation prices
common bond groups
multiphase negotiations
ZOPA
inductive reasoning