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. Unable to acces knowledge when we need it






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






3. Working harder in a group






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






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






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






7. Based on rational and deliberate thoughts






8. BATNA - Reservation Price - ZOPA - Value Creation through Trades






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






10. One that calls into question anothers character






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. What you say you want - your solution






13. Clarify the meaning of communications and check perceptions with the speaker exp. paraphrase in own words






14. 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






15. The strenght of positive relations within a team






16. Also known as Reflective Listening - as we can reflect on what was said - how it was said - and the nonverbal cues






17. Clients are treated like partners






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






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






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






21. The union of both parties issue sets






22. Based on intuition and emotion






23. 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.






24. 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






25. 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)






26. Members who are attracted to the group






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






28. See invalid correlations between events






29. Based on consistency of behvior






30. Zone Of Possible Aggreements defined by range between parties' reservation prices






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






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






33. Someone who believs one must adopt a tough hard stance to negotiate






34. 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






35. Your Best Alternative To a Negotiated Agreement






36. Being overly affected by form of a presentation of information in negotiation (pay attention to both content and context. even though framing is important - be more aware of the content!)






37. 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






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






39. What can i do if i walk away without agreement? which is best






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






41. 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






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






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






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






45. 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






46. The process of drawing logical conclusions






47. The worst agreement you're willing to accept ('walk-away')






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






49. Proceed towards one answer






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