SUBJECTS
|
BROWSE
|
CAREER CENTER
|
POPULAR
|
JOIN
|
LOGIN
Business Skills
|
Soft Skills
|
Basic Literacy
|
Certifications
About
|
Help
|
Privacy
|
Terms
|
Email
Search
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. 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.
deductive reasoning
sequence planning
setting limits
identification based trust
2. What can i do if i walk away without agreement? which is best
logrolling
GRIP goals
walk away alternative
ways to generate options to a problem
3. Negotiator unilaterally deduces what the counterpartys true interests are - and where the joint gains are by listening to their responses in negotiation
multiphase negotiations
relationship issues
inductive reasoning
affective route
4. Skilled negotiators were significantly more likely to set upper and lower limits - planning was done in terms of ranges - more flexible than average negotiators
things to look for when identifying and define the problem
setting limits
a position in negotiation
divergent thinking
5. 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
reservation price
verbal minimal encouragers
multiphase negotiations
deductive reasoning
6. Working harder in a group
multiparty negotiations
social striving
circular logrolli
deductive reasoning
7. 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
non-verbal attending
barrier to agreement
some guild lines in evaluating options and reaching a consensus
circular logrolli
8. Unable to acces knowledge when we need it
active listening activities
inert knowledge problem
key steps in integrative negotiation
knowledge based trust
9. Skilled negotiators considered a wider range of outcomes or options than did average negotiators - they seem to demonstrate a willingness to consider counterparts' options
irritators
exploration of options
relationship issues
old fashioned negotiator
10. Based on rational and deliberate thoughts
cognitive route
verbal minimal encouragers
inductive reasoning
inductive reasoning
11. Sellers of a product/service will place a higher value on the product/service than will the buyer or third party.
endowment effect
perseverance effect
relationship issues
walk away alternative
12. We feel obligated to return in kind what others have offered or given us
reflections
reciprocity principle
relationship issues
common bond groups
13. The strenght of positive relations within a team
social striving
common identity groups
identification based trust
cohension
14. A situation in which conflict does not exist between people yet they erroneously perceive the presence of conflict
integrative negotiation
false conflict or illusory conflict
enlightened negotiator
joint gain
15. Believing something is true even after it has been proven not
impossibilty theorem
sunk cost framing
perseverance effect
brainwriting
16. The strategy of trading off in a negotiaion so as to capitalize on differet strengths of preference
logrolling
gamblers fallacy
reflections
irritators
17. Form of hypothesis testing - or trial and error
inductive reasoning
circular logrolli
exploration of options
divergent thinking
18. Division of large - all encompassing issues into smaller more manageable ones
sequence vs. issue planning
identification based trust
impossibilty theorem
unbundling
19. See invalid correlations between events
illusory correlation
non-verbal attending
partnership model
social loafing
20. What you say you want - your solution
dispositional attribution
impossibilty theorem
reflections
a position in negotiation
21. How much utility we derive depends on who is providing it
cognitive route
Particularism
cohension
irritators
22. Possible agreements or part of agreemenrrs that you might reach with your negotiation party
distributive negotiations
multiparty negotiations
options
multiphase negotiations
23. Dies-hard bargainers - Lack of trust - Sabotage from weak commitments - Differences in gender and culture - Difficulties in communication
barrier to agreement
multiphase negotiations
impossibilty theorem
some options by redefining the problems (alternative solutions)
24. The ability to change a losing coalition into winning coalition
some options by redefining the problems (alternative solutions)
seller status framing
dispositional attribution
pivotal power
25. Based on consistency of behvior
communication in negotiaion
social loafing
deterrence based trust
brainwriting
26. Brainstorming - electronic brainstorming - surveys
impossibilty theorem
multiparty negotiations
social loafing
ways to generate options to a problem
27. '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
endowment effect
relevant polarity framing
inductive reasoning
inert knowledge problem
28. 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!)
integrative negotiation
most common cognitive mistakes in Negotiation
deterrence based trust
seller status framing
29. Based on intuition and emotion
affective route
nonspecific compensation
reflections
problem solving model
30. The process of drawing logical conclusions
setting limits
some guild lines in evaluating options and reaching a consensus
active listening
deductive reasoning
31. Splitting the difference or compromising which is ofern mistaken for win-win negotiaitions
circular logrolli
gamblers fallacy
equal concession negotiaitor
ways to generate options to a problem
32. Members who are attracted to the group
problem solving model
common identity groups
tunnel vision
deterrence based trust
33. Someone who believs one must adopt a tough hard stance to negotiate
walk away alternative
old fashioned negotiator
reciprocity principle
illusory correlation
34. Zone Of Possible Aggreements defined by range between parties' reservation prices
equal concession negotiaitor
flower child negotiator
inductive reasoning
ZOPA
35. Proceed towards one answer
communication in negotiaion
convergent thinking
a position in negotiation
key steps in integrative negotiation
36. The union of both parties issue sets
base rates
exploration of options
individual collectivism
issue mix
37. BATNA - Reservation Price - ZOPA - Value Creation through Trades
relationship issues
flower child negotiator
key components in Negotiation
irritators
38. Making projections about future outcomes
aspect ratio framing
flower child negotiator
enlightened negotiator
horizon thinkng
39. Someone who is too concerned with win-win negotiations they forget to claim resources
most common cognitive mistakes in Negotiation
flower child negotiator
circular logrolli
gamblers fallacy
40. 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)
nonspecific compensation
seller status framing
deterrence based trust
non-verbal attending
41. 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
BATNA
social striving
multiparty negotiations
flower child negotiator
42. Words and sounds - E.g. Really? - You're kidding! - Then what happened - Uh-huh
verbal minimal encouragers
inductive reasoning
issue mix
distributive negotiations
43. 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.
pivotal power
sunk cost framing
GRIP goals
deductive reasoning
44. Listening actively and empathetically to whatever the other party says
affective route
communication in negotiaion
most common cognitive mistakes in Negotiation
base rates
45. If we reach agreement - we commit to some option
commitment
premature consessions
reflections
key components in Negotiation
46. Goals and interests related to: Gain - relationship - identity - process
legitimacy
convergent thinking
GRIP goals
ways to generate options to a problem
47. When a problem solver bases a strategy on familiar methods
some guild lines in evaluating options and reaching a consensus
verbal minimal encouragers
functional fixedness
seller status framing
48. 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
some options by redefining the problems (alternative solutions)
active listening activities
multiphase negotiations
relevant polarity framing
49. Your Best Alternative To a Negotiated Agreement
ways to generate options to a problem
social loafing
key steps in integrative negotiation
BATNA
50. 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
horizon thinkng
communication in negotiaion
distributive negotiations
active listening