Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

MHR 721 > Midterm > Flashcards

Midterm Flashcards

1
Q

Define: Conflict

A

incompatible views

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Define: Conflict Resolution

A

The process of ending a disagreement between two or more people in a constructive fashion

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Define: Negotiations

A

A give and take process between two or more parties seeking to discover a common ground and reach an agreement to settle a matter of mutual concern or resolve a conflict

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

What are the 5 stages of negotiation

A

1) Preparation and planning
2) Definition of ground rules
3) Clarification and justification
4) Bargaining and problem solving
5) Closure and implementation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

What are the 3 aspect the bargaining zone is made up of?

A

1) Initial offer
2) Target offer
3) Resistance offer

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

What is the area called when your zone overlaps with your opponents zone?

A

Area of potential agreement

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

What is the model that is concerned with relationships and outcome?

A

2 x 2 model negotiation strategy method

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

What are the 7 contingency factors of the 2x2 model?

A

1) Situation
2) Experience
3) Style
4) Perceptions and Past Experiences
5) Voluntary or Imposed
6) Level of structure
7) Setting

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

What are the 5 negotiating strategies?

A

1) Competing
2) Collaborating
3) Compromising
4) Avoiding
5) Accommodating

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

What does competing mean as a negotiation strategy?

A

Win-Lose

High outcome, low relationship

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

What does collaborating mean as a negotiation strategy?

A

Win- Win

High outcome, high relationship

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

What does compromising mean as a negotiation strategy?

A

Split the difference

Split the difference

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

What does avoiding mean as a negotiation strategy?

A

Lose- Lose

Low outcome, low relationship

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

What does accommodating mean as a negotiation strategy?

A

Lose to Win

Low outcome, High relationship

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

What are the 3 ways to manage negotiation tension?

A

1) Creating and Distributing Value
2) Empathy and Assertiveness
3) Principal or Agent

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

What are the 8 strategies for negotiating success?

A

1) Know Your Priorities
2) Address both the employer and your needs
3) Know your leverage
4) Get the Interviewer to Name Salary
5) Give a Little, Get a Little
6) More than Just Money
7) Understand the Variable Pay Components
8) Remain Professional

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

What are the 5 tactics for effective negotiation techniques?

A

1) Probing
2) Recapping
3) Express how you feel
4) Offer Empathy
5) Exchange Tactics

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

What are the ways to test assumptions for effective negotiation techniques? (4)

A

1) Ask Questions (Probing)
2) Use Hypothetical Situations
3) Ask “What if” Questions
4) Assign a “Listener”

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

What are the most common closing techniques?

A

1) Concession
2) Summarizing
3) Splitting the Difference
4) Visualization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

What are the 7 pre-closing steps?

A

1) Does settlement meet goals
2) Ability to fulfill
3) Commit resources to implement
4) Other side’ ability to fulfill
5) Roles and responsibilities of each party
6) Major barriers identified and planned for
7) Procedures for disputes or reopening

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

What are the 4 aspects of negotiating rationally?

A

1) Cognitive Mistakes
2) Framing and Reframing
3) Endowment Effect
4) Framing Practices/ Avoid being framed

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Define: Cognitive Mistakes

A

Escalates commitment
Focus on winning
Anchors on irrelevant information
Overconfidence

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

What are the components of framing practices? (5)

A

1) Positive Frames
2) Framing toward agreement
3) Anchors that lead to positive frames
4) Make obvious risk noticeable for opponent
5) Maintain risk-neutral to offers

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

What are the 3 types of Managerial Decision Making?

A

1) Rational
2) Bounded Rationality
3) Intuitive

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

What are the 5 decision making biases?

A

1) Framing and Loss Aversion
2) Risk Seeking
3) Source Dependence
4) Escalation of Commitment
5) Overconfidence

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

Define: Framing and Loss Aversion

A

Preference for avoiding loss over gains and value placed on your vs. other`s goods

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

Define: Risk Seeking

A

Preference of risks that mitigate losses

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Define: Source Dependence

A

Preference for risk on familiar sources

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Define: Soft Positional (Getting to Yes)

A

Avoid conflict
Want to maintain friendship over the negotiation
Commit early and draft late.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

Define: Hard Positional (Getting to Yes)

A

Adversaries
Demand concessions to maintain relationship
Commit early, draft late

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

Define: Problem Solving Positional (Getting to Yes)

A

Professionals
Focus on interests not positions
Draft as you go, commit at the end

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

What are the 4 aspects of emotions in negotiations?

A

1) Unavoidable
2) Information is Communicated by Emotions
3) Negative Emotions have Downfalls
4) Positive Emotions Facilitate Collaboration

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

What are the 4 issues with women and negotiations?

A

1) Gender Differences in Initiating Negotiations
2) Financial Impacts of Differences
3) Career Impacts
4) Personal Impacts

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

What are the 2 variables of negotiating strategies?

A

Outcome and Relationship

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

What are the 2 variables of interpersonal conflict management styles?

A

Assertiveness and Cooperativeness

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

Define: Assertiveness

A

Desire to satisfy one’s own concerns

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

Define: Cooperativeness

A

Desire to satisfy another’s concerns

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

What is the distributive bargaining strategy?

A

Single issue, fixed pie, win lose

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

Why do distributive bargaining strategies end up in a win-lose situation?

A

Used to divide a fixed amount of resources

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

What type of posture do negotiators have in distributive bargaining strategies?

A

Adversarial or competitive

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

What is the focus for distributive bargaining strategy?

A

Focus is on achieving immediate goals, not building or preserving relationships.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q

What is the integrative bargaining strategy?

A

More than one issue, win-win

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
43
Q

What is the goal for an integrative bargaining strategy?

A

To collaborate and generate one or more creative solutions that are acceptable to both parties.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
44
Q

What are the 3 requirements for an integrative bargaining strategy?

A

1) Both parties want to preserving the relationship
2) Proper skills and attitude
3) Setting of open communication

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
45
Q

How do you adopt a persuasive style (5 aspects)?

A

1) Understand their story
2) Empathy and Assertiveness
3) Frame your proposals to their story
4) Use stories
5) Inoculation – counter arguments

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
46
Q

What are the 5 aspects of solving joint problems to create value?

A

1) Active Listening
2) Divulge Information Strategically
3) Productive Negotiation Process
4) Adopt a Persuasive Style
5) Writing Their Victory Speech

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
47
Q

What are the Step by Step Methods to Facilitate Interest Based Negotiation?

A

1) Revealing Interests
2) Enlarging Interests
3) Enlightened Interests
4) Aligning Interests

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
48
Q

What are the 8 ways to stay with no?

A

1) Keep Your Eye on the Issue, not the Personal
2) Know Your Triggers
3) Avoid Mixed Messages
4) Don’t Weaken Your No
5) Avoid False Empathy
6) Avoid a “I Win” Attitude
7) Don’t Give False Hope
8) Practice Staying with No, Don’t Avoid It

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
49
Q

What are the 4 ways to make concessions?

A

1) Label your concessions
2) Demand and define reciprocity
3) Make contingent concessions
4) Make concessions in instalments

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
50
Q

What does it mean to label your concessions?

A

Know your cost
Know the benefits to the other side
Don’t compromise initial demands

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
51
Q

Define: Positions

A

Things you want, demands, things you will or will not do

52
Q

Define: Interests

A

Underlying motivations, needs and concerns, fears and aspirations

53
Q

What are the 4 ways you discover interests?

A

1) Look behind positions
2) Put yourself in the other side’s shoes
3) Ask Why?
4) Ask Why not, What would be wrong with?

54
Q

What are the 4 types of trust?

A

1) Calculus Trust
2) Calculus based distrust
3) Identification based trust
4) Identification based distrust

55
Q

What does CBT stand for?

A

Calculus based trust

56
Q

What does CBD stand for?

A

Calculus based distrust

57
Q

What does IBT stand for?

A

Identification Based trust

58
Q

What does IBD stand for?

A

Identification based distrust

59
Q

Define: Calculus based trust

A

Based on consistency of behaviour that people will do what they say they are going to do

60
Q

Define: Calculus based distrust

A

Confident negative expectations of another’s conduct.

61
Q

Define: Identification Based trust

A

Based on complete empathy with or identification with the other party’s desires and intentions

62
Q

Define: Identification based distrust

A

Confident negative expectations of another’s conduct based on perceived incompatibility of closely held values or goals

63
Q

How do you increase trust for a short term relationship? (3)

A

1) Address Calculus Based Trust
2) Propose Safeguards (which anticipate distrust)
3) Seek Evidence of the Other’s Trustworthy Behaviour

64
Q

How do you increase trust for a long term relationship? (4)

A

1) Pursue Calculus Based Trust Strategies
2) Get to Know the Other
3) Establish Identification Based Trust
4) Manage IBD or Sever the relationship

65
Q

How do you establish identification based trust?

A

1) Similar Interests
2) Similar goals and objectives
3) Coming, coordinated actions

66
Q

What are the variables between principals and agents?

A

Legitimacy and relationship

67
Q

What does it mean to have low legitimacy and formal relationship?

A

Unstable, but subject to regulation, disruption possible

68
Q

Define: Principal

A

Owners and Buyers

69
Q

Define: Agent

A

Negotiate on behalf of the principals

70
Q

Define: BATNA

A

Best Alternative to a Negotiated Agreement

71
Q

What does it mean to have low legitimacy and informal relationship?

A

Range from unstable to chaotic, disruption highly likely

72
Q

What does it mean to have high legitimacy and formal relationship?

A

Stable, possible regulation, not needed, disruption unlikely

73
Q

What does it mean to have high legitimacy and informal relationship?

A

Stable, subject to change in context, disruption is contingent on politics

74
Q

What are the 4 benefits to using an agency?

A

Knowledge
Resources
Skills
Strategic Advantages

75
Q

What are the 4 agency tensions/ costs?

A

Financial
Preferences
Incentives
Information

76
Q

What are the management mechanisms? (3)

A

Incentive structures
Monitoring systems
Bonding

77
Q

What are the 3 types of agents?

A

1) Faulty Agents
2) Free Agents
3) Double Agents

78
Q

What are the top agent negotiation secrets?

A

1) Make a List
2) Head Games – Know the Other Side
3) Manage Perceptions – Reframing
4) Resolve and Patience
5) Be Nice – Importance of Reputations

79
Q

What are these issues?

1) Balancing Emotions and Reason
2) Ease and Tone of Communication
3) Degree of Trust and Reliability
4) Attitude of Acceptance (or Rejection)
5) Degree of Mutual Understanding
6) Use of Persuasion (or Coercion)

A

People issues

80
Q

How do you deal with people problems?

A

1) Separate the people from the problem

2) Use people techniques to solve people problems

81
Q

What does it mean to use people techniques to solve people problems?

A

1) Acknowledge emotions without blaming
2) Understand their perceptions
3) Improve communication – listen actively

82
Q

Define: BATNA

A

Understanding what it means to walk away from a negotiation. Sometimes the BATNA is no.

83
Q

Define: Bargaining Zone

A

The space between the resistance points of each negotiator

84
Q

What does closure and implementation?

A

Formalization of the agreement that has been worked out and developing and procedures that are necessary for implementation and monitoring.

85
Q

Which of the following is not an element of integrative negotiations?
A. the use of objective criteria for standards of performance
B.a focus on commonalties
C.a required exchange of information and ideas
D. an attempt to address positions
E.All of the above are elements of integrative negotiations.

A

D. an attempt to address positions

86
Q

List and describe the two key factors that should be considered in the selection of a negotiation strategy.

A
  1. Importance of the issue (or outcome)

2. Importance of the relationship

87
Q

List and describe 3 different methods for testing assumptions

A
  1. Ask questions
  2. Use hypothetical situations to test assumptions
  3. Listen carefully
88
Q

Define: Planning Cognitions

A

Plan out goals, positions and research

89
Q

Define: Presence Cognitions

A

Observant of the other party

90
Q

Define: Modeling Cognitions

A

What else is going on in the negotiation environment (reactions)

91
Q

Define: Reflection Cognitions

A

Debrief of negotiation (What did you learn?)

92
Q

Define: Consequence Cognitions

A

How aware of consequences are you? (future relationships)

93
Q

What does research say about trustworthiness?

A

If party A seems trustworthy and party B doesn’t trust them then there is a bad impact.

If party A is not trustworthy and party B does trust them then there is a bad impact.

94
Q

Define: Resistance point

A

Spread between resistance points, anything outside will be rejected

95
Q

Define: positive bargaining zone

A

When buyers resistance point is above the sellers (willing to pay more than what they are willing to accept)

96
Q

Define: negative bargaining zone

A

When sellers resistance point is above the buyers and buyer won’t pay more than sellers min.

97
Q

What does a negative bargaining zone result in?

A

Leads to stalemates or forced compromises

98
Q

Define: Target Point

A

Point at which a negotiator would like to conclude negotiations

99
Q

Define: Resistance Point

A

A negotiators bottom line/ the point at which a negotiator is indifferent to a deal

100
Q

How many negotiations are done with principals and agents

A

2… 1 between the principal and agent, 1 between the agent and agent

101
Q

What are the strategies by Deepak Malhotra to getting to yes?

A

They need to like you, they have to believe you deserve it (have to justify why you are asking), you need to be flexible in what currency they pay you in (focus on entire value)

102
Q

Define: Naïve Realism

A

Non productive behaviour

1) See facts with a problem and offer solution (we think we are being objectives and fair)
2) Assume others will come up with the same solution (though they may not)
3) Think that the other party is not being reasonable

103
Q

What are the 3 communication channels?

A

1) Tone
2) Body language
3) Words

104
Q

Define: Incongruent Communication

A

When one channel has one has one message but another channel says another

105
Q

What is the most important channel? What percentage of communication is this?

A

Body Language

70%

106
Q

What are the 4 aspects of emotional intelligence?

A

1) Recognize
2) Control
3) Express
4) Manage

107
Q

Define: Sophisticated Stereotyping

A

Research/ fact based stereotypes

108
Q

What are the 8 steps in all negotiations that you plan before hand?

A

1) BATNA
2) Bargaining Zone
3) Positions
4) Interests
5) Qs to ask
6) Style (relationship vs. Outcome)
7) Goals
8) Concession Strategy

109
Q

Define: Inoculation

A

Building rebuttals into proposal to understand the other parties ideal situation

110
Q

Define: Revealing Interests

A

Clarifications

111
Q

Define: Enlarging Interests

A

Include others interests

112
Q

Define: Enlighted Interests

A

Expanding the interests

113
Q

Define: Aligning Interests

A

Agreeing/ Finding common ground

114
Q

What are the 3 types of tensions

A

1) creating and distributing value
2) empathy and assertiveness
3) principal and agents

115
Q

Define: Forbearance

A

Holding one’s tongue/ using patience

116
Q

Define: Fait Accompli

A

Taking a chance and offering or declining something that the other party will react desirably to the move

117
Q

Describe the Walk in the Wood process

A

Problem > self-interest > enlarged interests > Enlightened interests > aligned interests > solution

118
Q

Define: rationality

A

The decision making that maximizes the negotiator’s interests.

119
Q

Define: Endowment Effect

A

The emotional attachment people place on an item regardless of the market value.

120
Q

How do emotionally intelligent people use emotions? (4)

A

1) Identify the emotions they and others are experiencing
2) Understand how those emotions affect their thinking
3) Use that knowledge to achieve better outcomes
4) Productively manage emotions, tempering, or intensifying them for whatever purpose

121
Q

How do emotions affect negotiations?

A

1) Lack of control
2) Unpredictability
3) Absence of Feedback

122
Q

Define: Norm of reciprocity

A

The human tendency to respond to the actions of others with similar actions

123
Q

Define: Confirmatory bias

A

The tendency to seek out information that verifies our preexisting beliefs and ignore or find flaws with disconformity

124
Q

What are the 3 basic management mechanisms

A

1) Incentive contracts
2) Monitoring systems
3) Bonding

125
Q

Define: Faulty Agent

A

One whose underlying incentives conflicted with the principals interests.

126
Q

Define: Free Agents

A

Freedom to make a deal on behalf of the principal

MHR 721 (1 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions