Test your basic knowledge |

Negotiation

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. 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.






2. How much utility we derive depends on who is providing it






3. The ability to change a losing coalition into winning coalition






4. 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






5. Members who are attracted to particular members






6. Clients are treated like partners






7. A situation in which conflict does not exist between people yet they erroneously perceive the presence of conflict






8. Words and sounds - E.g. Really? - You're kidding! - Then what happened - Uh-huh






9. Someone who realizes both that the pie can be expanded and who does not forget to claim resources






10. 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






11. Skilled negotiators were significantly more likely to set upper and lower limits - planning was done in terms of ranges - more flexible than average negotiators






12. If we reach agreement - we commit to some option






13. The strategy of trading off in a negotiaion so as to capitalize on differet strengths of preference






14. Working harder in a group






15. The frequency with which some event or pattern occurs in the general population






16. Group members independently write down ideas for resolvig negotiation then meet a share the ideas






17. Grounded in complete empathy with another persons desires and intentions






18. One negotiator receives what he or she wants and the other is compensated by some method that was initially out of reach






19. The total of the gains earned by each party in the negotiation






20. The tendency to treat chance events as though they have a built in evening out mechanism






21. 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






22. reliability - mutual acceptance - emotions






23. The strenght of positive relations within a team






24. Irrational excalation - Partisian Perceptions - Unreasonable expectations - Overconfidence - Unchecked emotions






25. External standards or precedents that might convince one or both parties that a proposed agreement is fair






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






27. Skilled negotiators - if they decided to attack - gave no warning and attacked severely






28. Mental model of negotiation in which people consider negotiation to be the task of definin and solving a problem






29. See invalid correlations between events






30. Form of hypothesis testing - or trial and error






31. Means by which people influence others






32. 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






33. 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






34. We feel obligated to return in kind what others have offered or given us






35. Making concessions on issues before they are even requested






36. Basic human motive concerning preservation of the self versus collective






37. Based on consistency of behvior






38. The derivation of group preference from individual preference is indeterminate






39. What you really care about - wants needs etc






40. One that calls into question anothers character






41. 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






42. Out of the box thinking






43. Sellers of a product/service will place a higher value on the product/service than will the buyer or third party.






44. 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






45. Dies-hard bargainers - Lack of trust - Sabotage from weak commitments - Differences in gender and culture - Difficulties in communication






46. Agreements wherein negotiators make bets based on their differences in beliefs forecasts risk profiles and interests






47. Goals and interests related to: Gain - relationship - identity - process






48. The union of both parties issue sets






49. Believing something is true even after it has been proven not






50. Tendency for people in group negotiations to underestimate the number of feasible options