Module 1-3

Question 1

Individualist,”Focus on maximizing own outcome, little concern for others. Tends to claim value, make threats, less collaborative.”

Question 2

Cooperator,”Strive to maximize outcomes for self and others. Prefer value creation, fair share, open strategies.”

Question 3

Competitive,”Motivated to ‘win big’ and outperform others. Blocks collaboration, focuses on winning.”

Question 4

Altruist,”Prioritizes others’ outcomes over own. Rare, appears in personal/ethical situations.”

Question 5

Reciprocity,Tendency to match the other party’s actions. Can be managed to influence cooperation.

Question 6

Trust,”Expectation that others will act fairly. Builds cooperative tone, easily broken.”

Question 7

Power,Based on BATNA and alternatives to agreement. Less power = more pressure to negotiate.

Question 8

Information Exchange,Central to building solutions and uncovering interests. Negotiation is driven by incomplete information.

Question 9

Ethics,Moral behavior expected during negotiation. Ethical lapses undermine outcomes and trust.

Question 10

Outcome,”The result or agreement reached. Aim for a win-win, though hard to define.”

Question 11

Cognitive Ability,Ability to analyze and plan strategically. Helps manage complex negotiations.

Question 12

Perspective-Taking,Understanding others’ viewpoints. Leads to better mutual outcomes.

Question 13

Emotional Intelligence,Recognizing and managing emotions. Key to handling conflict and tension.

Question 14

Self-awareness (Know Thyself),Understanding one’s own behavior and reactions. Aids in adjusting strategy effectively.

Question 15

Reflective Practitioner,Someone who reviews and learns from each negotiation. Uses experience + principles to improve.

Question 16

Illusion of Transparency,Belief that our intentions are obvious to others. Leads to misunderstanding and stagnation.

Question 17

Overconfidence,Assuming others will accept your position or that you’ll win. Skews risk assessment and planning.

Question 18

Fixed-Pie Perception,Belief that gain for one = loss for the other. Limits potential for joint gains.

Question 19

Anchoring,Giving too much weight to initial information. Hard to adjust later positions.

Question 20

Extremism Bias,Assuming others’ positions are more extreme than they are. Leads to fewer concessions.

Question 21

Gender Expectations,Social norms influence negotiation behavior. Women may focus more on relationships

Answer 21

men on outcomes.

Question 22

Stereotyping in Cross-Cultural Negotiations,Assuming behavior based on cultural stereotypes. Can lead to strategic errors.

Question 23

Emotion as Tactic,Deliberate display of anger or disappointment. Can influence concessions but may erode trust.

Question 24

Emotional Triggers,Unmanaged reactions disrupt process. Self-regulation and awareness are key.

Question 25

Disappointment vs. Anger,Disappointment targets person = guilt

Answer 25

anger targets issue. More effective to express disappointment.

Question 26

Personal Put-Downs,"Criticizing or blaming to destabilize. Stay focused, don’t retaliate."

Question 27

Time Pressure,Rushing others to gain advantage. Prepare responses and stay calm.

Question 28

Digressions & Interruptions,Disrupting flow and focus. Use process control techniques.

Question 29

Integrity & Respect,Foundation for sustainable outcomes.

Question 30

High Aspirations,Set challenging but realistic goals.

Question 31

Strategic Thinking,Plan and adapt based on process and objectives.

Question 32

Understanding the Other,"Consider interests, constraints, and behavior."

Question 33

Managing Process,"Use summarizing, pacing, and structure to steer negotiation."

Question 34

Building Trust,Use 'information drip-feed' to build cooperation.

Question 35

Four Rs of Reflection,"Reporting, Relating, Reasoning, Reconstructing."

Question 36

Review Checklist,"Analyze how trust, cooperation, creative options, and outcomes unfolded."

Question 37

Separate the People from the Problem,Address the issue at hand without personalizing the conflict. Recognize that negotiators are people first

Question 38

Focus on Interests, Not Positions,"Identify underlying needs and desires rather than fixed demands. Interests reveal motivation and allow for flexible, creative solutions."

Question 39

Invent Options for Mutual Gain,Develop multiple possibilities before deciding what to do. Joint brainstorming creates win-win solutions and expands the pie.

Question 40

Insist on Using Objective Criteria,"Base the agreement on fair standards independent of either side’s will. Use benchmarks like market value, precedent, or expert opinion."

Question 41

BATNA (Best Alternative to a Negotiated Agreement),Your best alternative if the negotiation fails. Knowing it gives power and prevents bad agreements.

Question 42

Negotiation Jujitsu,"Deflect and redirect personal attacks or positions back to the problem. Maintain focus on interests, not escalation."

Question 43

One-Text Procedure,A neutral party drafts a proposal both sides revise until acceptable. Reduces positional bargaining and promotes joint problem-solving.

Question 44

Negotiation Process Phases,"Three stages: Preparation (before the table), Negotiation (at the table), Evaluation (after the table). Each phase contributes to overall success."

Question 45

The 'Not-Invented-Here' Syndrome,Bias against ideas not personally generated. May cause rejection of good proposals

Question 46

Ambition vs. Compromise,Aim high instead of settling early. Seeking easy compromise too soon can limit success.

Question 47

Emotional Competence (Self-Awareness + Empathy),Ability to manage one's emotions and understand others'. Critical for navigating pressure and building rapport.

Question 48

Realistic Self-Perception: Knowing your own strengths and blind spots. Helps avoid bias, adjust strategy, and maintain professionalism.

Question 49

Tactical Empathy,Understanding the feelings and mindset of another in the moment. Goes beyond active listening—recognizes emotions to influence behavior and build trust.

Question 50

Calibrated Questions,Open-ended questions that begin with 'How' or 'What'. Make the counterpart solve your problem while maintaining their sense of control.

Question 51

The Illusion of Control,Giving the other party the feeling they’re in charge. Calibrated questions help guide them while they feel empowered.

Question 52

System 1 vs. System 2 Thinking,"System 1 is fast, emotional, instinctive

Question 53

Passive-Aggressive Listening,Strategic repetition of open-ended questions to wear down the counterpart without confrontation.

Question 54

Tactical Listening,Listening with the intent to influence. Engages emotional responses and helps shift outcomes.

Question 55

Negotiation as Applied People Smarts,"Practical, emotionally intelligent approach to negotiation focused on psychology and instincts."

Question 56

The 'No'-Driven Start,Starting with questions that allow the counterpart to say 'No'. Makes them feel safe and opens up dialogue.

Question 57

Distributive Negotiation,"Win-lose negotiation where one side’s gain is the other's loss. Involves dividing a fixed pie, often over price."

Question 58

Integrative Negotiation,Win-win negotiation focused on mutual gains. Seeks creative solutions to satisfy both parties’ interests.

Question 59

Mixed-Motive Negotiation,Combines elements of both distributive and integrative styles. Competitive and cooperative tensions coexist.

Question 60

Attitudinal Structuring,"Shaping the relationship between parties in negotiation. Builds trust, credibility, and openness."

Question 61

Intraorganizational Negotiation,Negotiation within an organization. Important for aligning internal stakeholders before external negotiations.

Question 62

Multiparty Negotiation,Negotiation involving more than two parties. Requires coalition-building and facilitation.

Question 63

Shadow Negotiation,"Implicit negotiation about power, trust, and authority happening beneath formal discussions."

Question 64

Nine Steps to a Deal (Preparation),"1. Identify a good outcome for both sides

Question 65

2. Identify value creation opportunities

Question 66

3. Know BATNA and reservation prices (yours and theirs)

Question 67

4. Improve your BATNA

Question 68

5. Determine authority levels

Question 69

6. Learn about the people and culture

Question 70

7. Prepare for flexibility

Question 71

8. Gather external standards for fairness

Question 72

9. Alter the process in your favor"

Question 73

Bargaining Mix,"A set of multiple issues included in negotiation. Each has its own starting, target, and resistance points. Used to trade and prioritize strategically."

Question 74

Logrolling,Trading low-priority issues for gains in high-priority ones. A concession tactic for integrative negotiations.

Question 75

Hardball Tactics,"Aggressive negotiation tactics like intimidation, lowball/highball, nibble, snowjob, or chicken. Used to pressure the opponent."

Question 76

MESO (Multiple Equivalent Simultaneous Offers),Presenting several offers of similar value to identify the other party's preferences and encourage openness.

Question 77

Concession Patterns,Strategic order and pacing of concessions. Gradual concessions are perceived as more valuable than immediate ones.

Question 78

Anchoring,Starting with an extreme initial offer to set the negotiation reference point. Influences subsequent offers and perceptions.

Question 79

Opening Stance,"The overall strategic posture at the start—competitive, moderate, etc. Sets the tone for the negotiation."

Question 80

Shadow Negotiation,"Implicit negotiation beneath formal talks, involving power, trust, and authority. Affects tone and outcome."

Question 81

Perspective Taking,"Ability to understand the opposing party’s viewpoint, helping to find creative and mutually beneficial solutions."

Question 82

Contingent Contracts,"Agreements based on future conditions, allowing negotiations to proceed despite uncertainty."

Question 83

Packaging Concessions,"Bundling concessions together in a proposal. E.g., 'If you move on A and B, I’ll move on C and D.'"

Question 84

Bargaining Zone (ZOPA),Zone of Possible Agreement—range between each side’s reservation price where agreement is possible.

Question 85

Resistance Point,The worst acceptable outcome before walking away. Establish during planning.

Question 86

Framing Effect,The way negotiation information is presented influences decision-making and perception.

Question 87

Emotional Display,Strategic use of emotions like surprise or disappointment to influence negotiation outcomes.

Question 88

Selective Presentation,Deliberately revealing or concealing information to shape the counterpart’s perception and influence behavior.

Question 89

Tunnel Vision (Price Tunnel),Focusing too narrowly on price while ignoring other valuable issues in the negotiation.

Question 90

Diagnostic Questions,Questions aimed at uncovering the other party’s interests and priorities. Helps uncover hidden value.

Question 91

Epistemic Motivation,Desire to seek and process relevant information in order to make informed negotiation decisions.