{ "@context": "https://schema.org", "@type": "Organization", "name": "Brainscape", "url": "https://www.brainscape.com/", "logo": "https://www.brainscape.com/pks/images/cms/public-views/shared/Brainscape-logo-c4e172b280b4616f7fda.svg", "sameAs": [ "https://www.facebook.com/Brainscape", "https://x.com/brainscape", "https://www.linkedin.com/company/brainscape", "https://www.instagram.com/brainscape/", "https://www.tiktok.com/@brainscapeu", "https://www.pinterest.com/brainscape/", "https://www.youtube.com/@BrainscapeNY" ], "contactPoint": { "@type": "ContactPoint", "telephone": "(929) 334-4005", "contactType": "customer service", "availableLanguage": ["English"] }, "founder": { "@type": "Person", "name": "Andrew Cohen" }, "description": "Brainscape’s spaced repetition system is proven to DOUBLE learning results! Find, make, and study flashcards online or in our mobile app. Serious learners only.", "address": { "@type": "PostalAddress", "streetAddress": "159 W 25th St, Ste 517", "addressLocality": "New York", "addressRegion": "NY", "postalCode": "10001", "addressCountry": "USA" } }
Brainscape's Knowledge GenomeTM


Top Flashcards (Certified)
All Flashcards

Negotiations > The Rest > Flashcards

The Rest Flashcards

(86 cards)

Start Studying
1
Q

Integrative Negotiation

A

Also known as collaborative or win-win negotiation. A strategy that seeks solutions beneficial to all parties by exploring interests, not positions.

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

Four Steps of Integrative Negotiation

A

1) Identify and define the problem, 2) Understand interests and needs, 3) Generate alternative solutions, 4) Evaluate and select solutions.

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

Interest-Based Negotiation

A

Focuses on underlying needs, desires, and fears—not stated positions. Leads to creative and collaborative solutions.

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

Types of Interests (Lax & Sebenius)

A

Substantive (tangible issues), Process (how negotiation unfolds), Relationship (future value), and Principle (values and ethics).

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

Logrolling

A

Trading off issues based on relative priority. Each party gets their most valued item by conceding on lesser priorities.

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

Expanding the Pie

A

Adding resources or options to satisfy more interests for all parties.

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

Nonspecific Compensation

A

One party gets their goal and compensates the other with unrelated but valued items.

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

Cost Cutting

A

Reducing the negative impact on one party so they accept a solution.

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

Bridging Solution

A

Finding new options that satisfy both parties’ underlying interests.

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

Superordination

A

Reframing the conflict around a new, higher-level goal or interest that both parties can support.

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

Brainstorming

A

Creative idea generation without evaluation. Encourages flow of new solutions.

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

Electronic Brainstorming

A

Anonymous, facilitator-guided idea generation via technology. Useful in multiparty or internal planning.

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

Pareto Efficient Frontier

A

A set of outcomes where no party can be made better off without making another worse off.

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

Abundance Mentality

A

Belief that all parties can gain. Opposes zero-sum thinking.

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

Firm Flexibility

A

Being firm on interests but flexible on how to achieve them. Shows willingness to collaborate without compromising core needs.

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

Umbrella Agreement

A

A master framework agreement defining core principles and guidelines, under which future detailed negotiations take place.

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

Factors Enabling Integrative Negotiation

A

Common goals, trust, belief in problem-solving ability, communication, understanding others’ positions, motivation to work together.

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

Clear Communication

A

Essential for integrative deals. Involves stating needs concretely, active listening, and avoiding ambiguities.

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

Evaluation Criteria for Options

A

Quality, acceptability, standards, and agreed criteria. Helps objectively assess and select best solutions.

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

Minimize Formality Early On

A

Avoid rigid documentation during creative phases. Keeps process open and flexible.

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

Die-Hard Bargainers

A

Negotiators who view every negotiation as a battle. Tactics include lowballing, bluffing, and exploiting information. Counter with strong BATNA and guarded disclosures.

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

Negotiator’s Dilemma

A

Fear of revealing information first in case it is exploited. Solved by cautious, mutual, and incremental information sharing.

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

Structural Impediments

A

Obstacles like missing key parties, unnecessary participants, or lack of deadlines. Remedy with clear planning, authority, and timelines.

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

Spoilers

A

Stakeholders who prefer no deal and sabotage negotiations. Neutralize by identifying their interests and offering compensations or forming coalitions.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Lack of Trust
Undermines willingness to share or commit. Build trust through civility, documentation, enforcement, and transparency.
26
Compliance Transparency
Ability to monitor whether the other party complies with the agreement. Includes audit rights and reporting obligations.
27
Cultural and Gender Differences
Hidden assumptions about decision-making, values, and timing may cause friction. Avoid stereotyping and investigate patterns.
28
Dialogue in Negotiation
Open, respectful exchange of ideas that builds trust and uncovers hidden concerns. Promotes mutual understanding and progress.
29
Communication Barriers
Misunderstandings, poor spokespersons, and lack of documentation. Solve with active listening, spokesperson changes, and written summaries.
30
Preparation Worksheet (Integrative Negotiation)
Tool to compare issues, interests, and priorities between self and counterpart. Includes ranking, BATNA, reservation price, and targets.
31
Illusion of Transparency
Belief that your thoughts or emotions are more visible to others than they really are. Leads to miscommunication and assumptions.
32
Value for Us vs. Value for Them
Negotiation framework for understanding mutual benefits and aligning interests in planning discussions.
33
Performance Drivers
Key elements that impact success or productivity. Used as the focus of phase 1 in planning meetings.
34
Complexity Factors
Biases and personal/cultural variables that complicate negotiation. Focus of phase 2 in planning meetings.
35
Liberty in Planning
Strategic interest of having project autonomy to promote innovation and growth.
36
Preapproved Responsibility
Having authority to act independently, fostering initiative and expertise usage.
37
Consensus Negotiation
Approach focusing on reaching agreements with shared understanding, often with observer insights.
38
Lines of Questioning
Prepared inquiries for internal and external stakeholders to explore values, priorities, and alternatives.
39
Constructive Idea Strategy
Show up with solutions in mind, but involve others by eliciting their ideas first to increase buy-in.
40
Better Employee Experience (EX)
A strategic goal involving improved communication, motivation, and leadership clarity.
41
Endowment Effect
Bias where individuals assign higher value to things they own. Affects fairness perceptions.
42
Framing
How information is presented affects decision-making. Vital in persuasion during negotiations.
43
Anchoring Effect
The influence of initial information (anchors) on subsequent judgments and offers.
44
Status Quo Bias
Preference for current state of affairs, making change more difficult.
45
Cultural Awareness
Understanding national and organizational culture to navigate post-merger dynamics effectively.
46
Mental Accounting Bias
The tendency to treat money or resources differently depending on their source or intended use.
47
System 1 Thinking
Fast, intuitive, automatic mental activity. Responsible for first impressions, snap judgments, and associative memory.
48
System 2 Thinking
Slow, deliberate, and effortful reasoning. Used for complex tasks and logical decisions.
49
Cognitive Illusions
Errors in thinking caused by mental shortcuts or biases. Often invisible to the person experiencing them.
50
Affect Heuristic
Using one's current feelings as the basis for decision-making. If we like something, we believe it has more benefits.
51
Availability Heuristic
Judging likelihood based on how easily examples come to mind. Can lead to biased risk perceptions.
52
Resemblance Heuristic
Making judgments based on similarity to stereotypes, ignoring statistical reasoning.
53
Overconfidence Bias
Overestimating the accuracy of our knowledge or predictions.
54
The Planning Fallacy
Underestimating time, costs, or risks of future actions. Caused by focus on the inside view.
55
Outside View (Reference Class Forecasting)
Approach using historical data from similar past cases to reduce bias. Counters planning fallacy.
56
Narrative Fallacy
Believing stories explain events better than data. We prefer coherence over statistical truth.
57
Halo Effect
Tendency to let a positive impression in one area affect judgment in another area.
58
Confirmation Bias
Seeking out information that confirms existing beliefs and ignoring contradicting evidence.
59
Blind Spot Bias
Tendency to see biases in others more easily than in ourselves.
60
Cultural Dialectics
Understanding culture as a dialogue of opposing forces (tradition vs. change, formality vs. informality).
61
Stereotype Trap
Reducing people or groups to oversimplified identities. Can lead to blind spots in negotiation.
62
Performance Drivers
Key measurable elements that affect success. Used in strategic planning.
63
Complexity Drivers
Hidden or layered factors (e.g., emotions, culture, structure) that complicate negotiations.
64
Subcultures vs. Essentialized Culture
Recognizing cultural diversity within a nation or organization instead of oversimplifying.
65
Mental Shortcuts (Heuristics)
Simplified rules for decision-making. Efficient but prone to systematic errors.
66
Negotiation Bias Checklist (Fells)
A tool to evaluate potential mental and strategic blind spots when preparing for negotiation.
67
Open-ended Questions
Encourage elaboration and build trust. Example: 'How can we deepen your satisfaction with this offer?'
68
Circular Questions
Explore underlying interests by following up with related inquiries. Useful for uncovering deeper needs.
69
Advice-Seeking Questions
Asking for the other party’s expertise fosters engagement. People enjoy giving advice.
70
'Why' Questions in Negotiation
Help uncover motives and interests behind positions. Promotes discovery of tradeable items.
71
Closed Questions for Deception Detection
Yes/no questions are better at detecting lies. Example: 'Has this car ever been in an accident?'
72
Social Penalty in Gender Negotiation
Women often face backlash when negotiating for themselves, but are more accepted as representatives.
73
Double Standards in the Workplace
Women may be rewarded for supporting roles but penalized for assertive self-advocacy.
74
Complexity Awareness in Negotiation
Includes biases, cultural norms, gender roles, and personality traits. Important for strategy.
75
Mitigating Face Threat
Use soft language and positive adjectives to avoid direct confrontation. E.g., 'This may not work in its current form.'
76
Value-Creating Phrases
Examples: 'It is essential for us to…', 'I consider this point of utmost importance'. Shows conviction and prioritization.
77
Clarification Questions
E.g., 'Would I be correct in saying…?' or 'Am I right in assuming…?' Confirm understanding without assumption.
78
Refusing Offers Politely
Use phrases like: 'We’d be reluctant to…', 'Unfortunately, we are unable to… unless…'
79
Conditional Proposals
Use 'if… then' structures. E.g., 'We are prepared to… if you…'. Keeps proposals flexible and strategic.
80
Summarizing and Concluding
Phrases like: 'To summarize, I think we’re in agreement…', 'In conclusion, we have reached…'. Helps close smoothly.
81
Gender Complexity in Corporate Culture
Recognize institutional norms that reward some behaviors unequally. Strategy should reflect equity concerns.
82
Strategic Tone Management
Balance assertiveness and diplomacy in sensitive contexts. Adapt based on audience and issue.
83
Taking the Floor Tactfully
Examples: 'Could I come in at this point?', 'I’d like to say a few words about…'. Encourages polite participation.
84
Reassurance Techniques
Phrases like: 'You can feel absolutely sure that…', 'Let me assure you…'. Helps build trust.
85
Playing for Time
Buy thinking time with phrases like: 'That’s a very interesting question', 'You have raised an important point.'
86
Partial Agreement Strategy
Agree with parts of the counterpart’s proposal to soften rejection. E.g., 'By and large, I agree, but…'

Negotiations (3 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions