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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. Clients are treated like partners
identification based trust
communication in negotiaion
partnership model
BATNA
2. See invalid correlations between events
multiparty negotiations
illusory correlation
partnership model
BATNA
3. Unable to acces knowledge when we need it
common identity groups
exploration of options
relevant polarity framing
inert knowledge problem
4. Sellers of a product/service will place a higher value on the product/service than will the buyer or third party.
integrative negotiation
endowment effect
logrolling
an interest in negotiation
5. Based on consistency of behvior
deterrence based trust
irritators
knowledge based trust
inductive reasoning
6. The derivation of group preference from individual preference is indeterminate
impossibilty theorem
gamblers fallacy
defend/attack spirals
horizon thinkng
7. 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
issue mix
tunnel vision
Particularism
8. Identify and define the problem - Understand the problem fully - identify interests and needs on both sides - Generate alternative solutions - Evaluate and select among alternative
multiparty negotiations
problem solving model
illusion of transparecy
key steps in integrative negotiation
9. Someone who realizes both that the pie can be expanded and who does not forget to claim resources
cohension
premature consessions
ZOPA
enlightened negotiator
10. Prepare to listen - Non-verbal attending - Verbally interact with and Encourage the speaker(helps ensure understanding)
active listening activities
verbal minimal encouragers
pivotal power
partnership model
11. The strenght of positive relations within a team
walk away alternative
knowledge based trust
cohension
egalitarianism hierarchy
12. Skilled negotiators were significantly more likely to set upper and lower limits - planning was done in terms of ranges - more flexible than average negotiators
ways to generate options to a problem
flower child negotiator
knowledge based trust
setting limits
13. Members who are attracted to the group
common identity groups
ZOPA
flower child negotiator
inert knowledge problem
14. 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
impossibilty theorem
ways to generate options to a problem
argument dilution
15. Possible agreements or part of agreemenrrs that you might reach with your negotiation party
options
sequence planning
tunnel vision
integrative negotiation
16. Goals and interests related to: Gain - relationship - identity - process
circular logrolli
unbundling
key steps in integrative negotiation
GRIP goals
17. Someone who believs one must adopt a tough hard stance to negotiate
horizon thinkng
integrative negotiation
joint gain
old fashioned negotiator
18. One negotiator receives what he or she wants and the other is compensated by some method that was initially out of reach
walk away alternative
nonspecific compensation
false conflict or illusory conflict
partnership model
19. Your Best Alternative To a Negotiated Agreement
errors that prevent agreement
distributive negotiations
sequence planning
BATNA
20. 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)
non-verbal attending
false conflict or illusory conflict
verbal minimal encouragers
individual collectivism
21. Making concessions on issues before they are even requested
premature consessions
perseverance effect
ways to generate options to a problem
egalitarianism hierarchy
22. What can i do if i walk away without agreement? which is best
walk away alternative
common identity groups
reservation price
relevant polarity framing
23. The tendency to treat chance events as though they have a built in evening out mechanism
divergent thinking
gamblers fallacy
sequence vs. issue planning
pivotal power
24. Tendency for people in group negotiations to underestimate the number of feasible options
some guild lines in evaluating options and reaching a consensus
endowment effect
options
tunnel vision
25. Basic human motive concerning preservation of the self versus collective
individual collectivism
inductive reasoning
active listening activities
social loafing
26. 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
setting limits
integrative negotiation
BATNA
illusory correlation
27. Skilled negotiators - if they decided to attack - gave no warning and attacked severely
defend/attack spirals
premature consessions
communication in negotiaion
reciprocity principle
28. 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
common bond groups
multiphase negotiations
non-verbal attending
GRIP goals
29. Group members independently write down ideas for resolvig negotiation then meet a share the ideas
options
brainwriting
common identity groups
reservation price
30. 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
nonspecific compensation
some guild lines in evaluating options and reaching a consensus
partnership model
common bond groups
31. The total of the gains earned by each party in the negotiation
individual collectivism
joint gain
tunnel vision
gamblers fallacy
32. Agreements wherein negotiators make bets based on their differences in beliefs forecasts risk profiles and interests
contingency contracts
inductive reasoning
GRIP goals
irritators
33. Working less hard in a group
most common cognitive mistakes in Negotiation
ZOPA
social loafing
key components in Negotiation
34. Expand the amount of available resources
integrative negotiation
issue mix
premature consessions
a position in negotiation
35. Splitting the difference or compromising which is ofern mistaken for win-win negotiaitions
key steps in integrative negotiation
most common cognitive mistakes in Negotiation
equal concession negotiaitor
barrier to agreement
36. Working harder in a group
functional fixedness
social striving
aspect ratio framing
seller status framing
37. 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.
argument dilution
exploration of options
distributive negotiations
ways to generate options to a problem
38. When a problem solver bases a strategy on familiar methods
functional fixedness
legitimacy
seller status framing
some options by redefining the problems (alternative solutions)
39. BATNA - Reservation Price - ZOPA - Value Creation through Trades
exploration of options
irritators
key components in Negotiation
BATNA
40. Mental model of negotiation in which people consider negotiation to be the task of definin and solving a problem
sunk cost framing
problem solving model
multiparty negotiations
cohension
41. Grounded in complete empathy with another persons desires and intentions
identification based trust
integrative negotiation
active listening activities
dispositional attribution
42. Out of the box thinking
relationship issues
gamblers fallacy
divergent thinking
argument dilution
43. Clarify the meaning of communications and check perceptions with the speaker exp. paraphrase in own words
old fashioned negotiator
functional fixedness
reflections
setting limits
44. Negotiators thinking they are revealing more information that they actually are
inductive reasoning
horizon thinkng
premature consessions
illusion of transparecy
45. reliability - mutual acceptance - emotions
relationship issues
relevant polarity framing
gamblers fallacy
irritators
46. Proceed towards one answer
convergent thinking
verbal minimal encouragers
relevant polarity framing
social striving
47. 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
irritators
seller status framing
affective route
deterrence based trust
48. '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
logrolling
distributive negotiations
horizon thinkng
relevant polarity framing
49. External standards or precedents that might convince one or both parties that a proposed agreement is fair
legitimacy
functional fixedness
enlightened negotiator
some guild lines in evaluating options and reaching a consensus
50. Dies-hard bargainers - Lack of trust - Sabotage from weak commitments - Differences in gender and culture - Difficulties in communication
inductive reasoning
barrier to agreement
horizon thinkng
errors that prevent agreement