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






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






3. Unable to acces knowledge when we need it






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






5. People tend to base behavior on readily understood terms such as percentages. Exp All other things being equal ( quality of product - the store - service - etc)more people are willing to suffer the same inconveniences to save $30 on a $70 item than t






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






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






8. 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.






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






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






11. '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






12. 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.






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






14. What you really care about - wants needs etc






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






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






17. 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!)






18. 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






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






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






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






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






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






24. Working harder in a group






25. Working less hard in a group






26. Clients are treated like partners






27. Skilled negotiators considered a wider range of outcomes or options than did average negotiators - they seem to demonstrate a willingness to consider counterparts' options






28. Skilled negotiators were significantly more likely to set upper and lower limits - planning was done in terms of ranges - more flexible than average negotiators






29. The process of drawing logical conclusions






30. 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






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






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






33. 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






34. The strenght of positive relations within a team






35. reliability - mutual acceptance - emotions






36. 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






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






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






39. 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.






40. See invalid correlations between events






41. What you say you want - your solution






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






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






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






45. 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






46. Based on rational and deliberate thoughts






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






48. The derivation of group preference from individual preference is indeterminate






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






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