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. 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)






2. Grounded bahvioral predicatability and it occurs when a person has enough information about others to understand them and accurately predict their behavior






3. Someone who is too concerned with win-win negotiations they forget to claim resources






4. 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.






5. Negotiator unilaterally deduces what the counterpartys true interests are - and where the joint gains are by listening to their responses in negotiation






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






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






8. Division of large - all encompassing issues into smaller more manageable ones






9. The strenght of positive relations within a team






10. Prepare to listen - Non-verbal attending - Verbally interact with and Encourage the speaker(helps ensure understanding)






11. Your Best Alternative To a Negotiated Agreement






12. Listening actively and empathetically to whatever the other party says






13. Splitting the difference or compromising which is ofern mistaken for win-win negotiaitions






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






15. Average Negotiators more reliant on sequence planning - Skilled Negotiators more likely to use issue planning (more flexible plan)






16. 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






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






18. Working harder in a group






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






20. Negotiators thinking they are revealing more information that they actually are






21. One that calls into question anothers character






22. Based on consistency of behvior






23. Making projections about future outcomes






24. Means by which people influence others






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






26. When a problem solver bases a strategy on familiar methods






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






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






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






30. Skilled negotiators tended to avoid saying gratuitous things about themselves - avoided self descriptions of 'fair' or 'reasonable' and comments such as generous offer






31. '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






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






33. Form of hypothesis testing - or trial and error






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






35. Making concessions on issues before they are even requested






36. 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






37. What you really care about - wants needs etc






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






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






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






41. 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






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






43. Clients are treated like partners






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






45. The union of both parties issue sets






46. Possible agreements or part of agreemenrrs that you might reach with your negotiation party






47. Identify and define the problem - Understand the problem fully - identify interests and needs on both sides - Generate alternative solutions - Evaluate and select among alternative






48. 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.






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






50. 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