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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. 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!)
most common cognitive mistakes in Negotiation
setting limits
reflections
illusion of transparecy
2. Mental model of negotiation in which people consider negotiation to be the task of definin and solving a problem
a position in negotiation
problem solving model
inductive reasoning
false conflict or illusory conflict
3. Proceed towards one answer
convergent thinking
impossibilty theorem
contingency contracts
brainwriting
4. Sellers of a product/service will place a higher value on the product/service than will the buyer or third party.
social striving
GRIP goals
endowment effect
perseverance effect
5. The worst agreement you're willing to accept ('walk-away')
defend/attack spirals
relationship issues
walk away alternative
reservation price
6. Clarify the meaning of communications and check perceptions with the speaker exp. paraphrase in own words
Particularism
reflections
integrative negotiation
setting limits
7. Working less hard in a group
flower child negotiator
identification based trust
multiphase negotiations
social loafing
8. The strenght of positive relations within a team
multiphase negotiations
cohension
enlightened negotiator
circular logrolli
9. Dies-hard bargainers - Lack of trust - Sabotage from weak commitments - Differences in gender and culture - Difficulties in communication
contingency contracts
legitimacy
social striving
barrier to agreement
10. Agreements wherein negotiators make bets based on their differences in beliefs forecasts risk profiles and interests
joint gain
Particularism
dispositional attribution
contingency contracts
11. Words and sounds - E.g. Really? - You're kidding! - Then what happened - Uh-huh
horizon thinkng
inductive reasoning
verbal minimal encouragers
ways to generate options to a problem
12. reliability - mutual acceptance - emotions
relationship issues
perseverance effect
commitment
reciprocity principle
13. Someone who realizes both that the pie can be expanded and who does not forget to claim resources
legitimacy
divergent thinking
perseverance effect
enlightened negotiator
14. Working harder in a group
active listening activities
social striving
illusory correlation
illusion of transparecy
15. Zone Of Possible Aggreements defined by range between parties' reservation prices
ZOPA
a position in negotiation
endowment effect
some options by redefining the problems (alternative solutions)
16. Skilled negotiators were significantly more likely to set upper and lower limits - planning was done in terms of ranges - more flexible than average negotiators
setting limits
verbal minimal encouragers
joint gain
illusory correlation
17. Based on consistency of behvior
walk away alternative
deterrence based trust
horizon thinkng
integrative negotiation
18. The union of both parties issue sets
issue mix
equal concession negotiaitor
distributive negotiations
legitimacy
19. Identify and define the problem - Understand the problem fully - identify interests and needs on both sides - Generate alternative solutions - Evaluate and select among alternative
contingency contracts
non-verbal attending
illusion of transparecy
key steps in integrative negotiation
20. Possible agreements or part of agreemenrrs that you might reach with your negotiation party
tunnel vision
inert knowledge problem
nonspecific compensation
options
21. 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
reciprocity principle
sunk cost framing
old fashioned negotiator
distributive negotiations
22. '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
relevant polarity framing
GRIP goals
impossibilty theorem
endowment effect
23. The frequency with which some event or pattern occurs in the general population
GRIP goals
knowledge based trust
things to look for when identifying and define the problem
base rates
24. Means by which people influence others
horizon thinkng
egalitarianism hierarchy
enlightened negotiator
flower child negotiator
25. See invalid correlations between events
active listening
illusory correlation
issue mix
some guild lines in evaluating options and reaching a consensus
26. Someone who is too concerned with win-win negotiations they forget to claim resources
contingency contracts
flower child negotiator
circular logrolli
brainwriting
27. 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.
aspect ratio framing
reciprocity principle
multiphase negotiations
sequence planning
28. 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
integrative negotiation
irritators
non-verbal attending
29. Members who are attracted to particular members
social loafing
active listening
argument dilution
common bond groups
30. Division of large - all encompassing issues into smaller more manageable ones
social striving
unbundling
multiparty negotiations
enlightened negotiator
31. Believing something is true even after it has been proven not
convergent thinking
perseverance effect
base rates
illusory correlation
32. Basic human motive concerning preservation of the self versus collective
most common cognitive mistakes in Negotiation
individual collectivism
brainwriting
multiparty negotiations
33. When a problem solver bases a strategy on familiar methods
walk away alternative
functional fixedness
reflections
exploration of options
34. 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
active listening
walk away alternative
things to look for when identifying and define the problem
some guild lines in evaluating options and reaching a consensus
35. 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
seller status framing
aspect ratio framing
joint gain
endowment effect
36. 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
equal concession negotiaitor
gamblers fallacy
reservation price
37. Listening actively and empathetically to whatever the other party says
communication in negotiaion
sequence planning
false conflict or illusory conflict
identification based trust
38. Grounded in complete empathy with another persons desires and intentions
identification based trust
convergent thinking
seller status framing
some guild lines in evaluating options and reaching a consensus
39. Negotiator unilaterally deduces what the counterpartys true interests are - and where the joint gains are by listening to their responses in negotiation
nonspecific compensation
GRIP goals
inductive reasoning
relevant polarity framing
40. Unable to acces knowledge when we need it
endowment effect
partnership model
inert knowledge problem
things to look for when identifying and define the problem
41. External standards or precedents that might convince one or both parties that a proposed agreement is fair
inductive reasoning
multiphase negotiations
sequence planning
legitimacy
42. 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
GRIP goals
defend/attack spirals
integrative negotiation
things to look for when identifying and define the problem
43. One negotiator receives what he or she wants and the other is compensated by some method that was initially out of reach
nonspecific compensation
illusion of transparecy
social striving
contingency contracts
44. Splitting the difference or compromising which is ofern mistaken for win-win negotiaitions
premature consessions
equal concession negotiaitor
integrative negotiation
deductive reasoning
45. How much utility we derive depends on who is providing it
false conflict or illusory conflict
some options by redefining the problems (alternative solutions)
unbundling
Particularism
46. The process of drawing logical conclusions
contingency contracts
aspect ratio framing
deductive reasoning
common identity groups
47. Group members independently write down ideas for resolvig negotiation then meet a share the ideas
equal concession negotiaitor
brainwriting
endowment effect
barrier to agreement
48. Brainstorming - electronic brainstorming - surveys
perseverance effect
GRIP goals
pivotal power
ways to generate options to a problem
49. Average Negotiators more reliant on sequence planning - Skilled Negotiators more likely to use issue planning (more flexible plan)
non-verbal attending
integrative negotiation
reservation price
sequence vs. issue planning
50. The total of the gains earned by each party in the negotiation
issue mix
perseverance effect
individual collectivism
joint gain
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