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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. 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
identification based trust
partnership model
integrative negotiation
seller status framing
2. A situation in which conflict does not exist between people yet they erroneously perceive the presence of conflict
false conflict or illusory conflict
inert knowledge problem
non-verbal attending
perseverance effect
3. Believing something is true even after it has been proven not
logrolling
integrative negotiation
commitment
perseverance effect
4. The process of drawing logical conclusions
BATNA
active listening activities
integrative negotiation
deductive reasoning
5. The worst agreement you're willing to accept ('walk-away')
most common cognitive mistakes in Negotiation
individual collectivism
reservation price
egalitarianism hierarchy
6. Members who are attracted to particular members
Particularism
common bond groups
options
joint gain
7. 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
defend/attack spirals
multiparty negotiations
argument dilution
exploration of options
8. 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
sequence planning
some options by redefining the problems (alternative solutions)
reservation price
active listening activities
9. Grounded bahvioral predicatability and it occurs when a person has enough information about others to understand them and accurately predict their behavior
endowment effect
knowledge based trust
non-verbal attending
some guild lines in evaluating options and reaching a consensus
10. Working less hard in a group
social loafing
affective route
sequence vs. issue planning
horizon thinkng
11. The strenght of positive relations within a team
nonspecific compensation
cohension
perseverance effect
equal concession negotiaitor
12. Means by which people influence others
some guild lines in evaluating options and reaching a consensus
sunk cost framing
pivotal power
egalitarianism hierarchy
13. 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
common bond groups
things to look for when identifying and define the problem
exploration of options
illusory correlation
14. External standards or precedents that might convince one or both parties that a proposed agreement is fair
functional fixedness
individual collectivism
legitimacy
non-verbal attending
15. What you say you want - your solution
a position in negotiation
circular logrolli
non-verbal attending
perseverance effect
16. 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
base rates
active listening activities
false conflict or illusory conflict
distributive negotiations
17. Unable to acces knowledge when we need it
distributive negotiations
inert knowledge problem
some guild lines in evaluating options and reaching a consensus
sunk cost framing
18. Someone who believs one must adopt a tough hard stance to negotiate
walk away alternative
non-verbal attending
old fashioned negotiator
deterrence based trust
19. Working harder in a group
affective route
deductive reasoning
social striving
some options by redefining the problems (alternative solutions)
20. What you really care about - wants needs etc
base rates
an interest in negotiation
options
active listening activities
21. Dies-hard bargainers - Lack of trust - Sabotage from weak commitments - Differences in gender and culture - Difficulties in communication
barrier to agreement
inductive reasoning
most common cognitive mistakes in Negotiation
social loafing
22. Expand the amount of available resources
social striving
integrative negotiation
perseverance effect
unbundling
23. Words and sounds - E.g. Really? - You're kidding! - Then what happened - Uh-huh
gamblers fallacy
sequence planning
reciprocity principle
verbal minimal encouragers
24. The total of the gains earned by each party in the negotiation
impossibilty theorem
options
unbundling
joint gain
25. The frequency with which some event or pattern occurs in the general population
some options by redefining the problems (alternative solutions)
base rates
joint gain
Particularism
26. Based on consistency of behvior
deterrence based trust
logrolling
ways to generate options to a problem
circular logrolli
27. Skilled negotiators - if they decided to attack - gave no warning and attacked severely
defend/attack spirals
errors that prevent agreement
issue mix
premature consessions
28. Clarify the meaning of communications and check perceptions with the speaker exp. paraphrase in own words
exploration of options
ZOPA
multiparty negotiations
reflections
29. BATNA - Reservation Price - ZOPA - Value Creation through Trades
key components in Negotiation
illusory correlation
knowledge based trust
individual collectivism
30. Mental model of negotiation in which people consider negotiation to be the task of definin and solving a problem
common identity groups
problem solving model
multiparty negotiations
illusion of transparecy
31. One that calls into question anothers character
contingency contracts
relationship issues
options
dispositional attribution
32. 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.
reflections
most common cognitive mistakes in Negotiation
sunk cost framing
functional fixedness
33. Average Negotiators more reliant on sequence planning - Skilled Negotiators more likely to use issue planning (more flexible plan)
sequence vs. issue planning
sequence planning
some guild lines in evaluating options and reaching a consensus
circular logrolli
34. Goals and interests related to: Gain - relationship - identity - process
impossibilty theorem
some options by redefining the problems (alternative solutions)
GRIP goals
commitment
35. Putting a number of events - or potential occurrences into a time sequence exp. 'First I'll bring up A - then lead to B - and after that ill cover C etc.
convergent thinking
sequence planning
argument dilution
things to look for when identifying and define the problem
36. Basic human motive concerning preservation of the self versus collective
non-verbal attending
individual collectivism
sunk cost framing
flower child negotiator
37. Someone who realizes both that the pie can be expanded and who does not forget to claim resources
social loafing
problem solving model
enlightened negotiator
sequence vs. issue planning
38. Making concessions on issues before they are even requested
barrier to agreement
reservation price
premature consessions
common identity groups
39. Splitting the difference or compromising which is ofern mistaken for win-win negotiaitions
deterrence based trust
social loafing
equal concession negotiaitor
cognitive route
40. When a problem solver bases a strategy on familiar methods
pivotal power
partnership model
functional fixedness
some guild lines in evaluating options and reaching a consensus
41. Out of the box thinking
divergent thinking
key steps in integrative negotiation
options
old fashioned negotiator
42. The ability to change a losing coalition into winning coalition
sequence planning
pivotal power
tunnel vision
inductive reasoning
43. Skilled negotiators were significantly more likely to set upper and lower limits - planning was done in terms of ranges - more flexible than average negotiators
unbundling
dispositional attribution
active listening activities
setting limits
44. We feel obligated to return in kind what others have offered or given us
reservation price
reciprocity principle
sequence vs. issue planning
communication in negotiaion
45. Zone Of Possible Aggreements defined by range between parties' reservation prices
things to look for when identifying and define the problem
options
social loafing
ZOPA
46. reliability - mutual acceptance - emotions
affective route
pivotal power
false conflict or illusory conflict
relationship issues
47. Grounded in complete empathy with another persons desires and intentions
deterrence based trust
walk away alternative
options
identification based trust
48. Group members independently write down ideas for resolvig negotiation then meet a share the ideas
tunnel vision
integrative negotiation
brainwriting
common bond groups
49. Your Best Alternative To a Negotiated Agreement
perseverance effect
BATNA
walk away alternative
functional fixedness
50. Agreements wherein negotiators make bets based on their differences in beliefs forecasts risk profiles and interests
reciprocity principle
partnership model
non-verbal attending
contingency contracts