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Course 411002- Getting to Yes - Negotiation Techniques
  Final Exam
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411002v - Getting to Yes - Negotiation Techniques

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Communication & Sales
15 CPE Credit Hours
12/26/2024
Final Exam
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Read 'Chapter 1: Don’t Bargain Over Positions' & answer the following question(s):
1. Everyone negotiates something everyday.
2. Positional bargaining is the method of negotiation by which:
3. Efficiency is one of three criteria used to fairly judge any method of negotiation.
4. A wise agreement can be defined as:
5. Arguing over positions produces unwise agreements.
6. Arguing over positions is extremely efficient.
7. Arguing over positions has no effect on ongoing relationships.
8. In positional bargaining, the more you clarify your position and defend it against attack, the less committed you become to it.
9. Arguing over positions endangers an ongoing relationship as each side tries through sheer will power to force the other to change its position.
10. The fewer people involved in a negotiation, the more serious the drawbacks to positional bargaining.
11. In positional bargaining, people's egos become identified with their positions.
12. When negotiating on the merits, participants are:
Read 'Chapter 2: Separate the People from the Problem' & answer the following question(s):
13. A basic fact about negotiation is that you are dealing not with abstract representatives of the other side, but with human beings.
14. The method of principled negotiation involves separating the people from the problem.
15. Beyond reaching an agreement that satisfies his substantive interests, every negotiator also has an interest in:
16. Dealing with a substantive problem and maintaining a good working relationship need not be conflicting goals if the parties are committed and psychologically prepared to treat each separately on its own legitimate merits.
17. Understanding the other side’s thinking is not simply a useful activity that will help you solve your problem. Their thinking is the problem.
18. In a negotiation, particularly in a bitter dispute, talk is more important than feelings.
19. Without communication there is no negotiation.
Read 'Chapter 3: Focus on Interests, Not positions' & answer the following question(s):
20. The method of principled negotiation involves focusing on interests, not positions.
21. Interests motivate people. They are the silent movers behind positions.
22. Opposed positions are based on conflicting interests, not compatible ones.
23. Reconciling interests rather than positions works because:
24. Interests define the problem.
25. In principled negotiations, figuring out the other side's interests is at least as important as figuring out your own.
26. A basic technique for identifying positions is to put yourself in their shoes, examine each position they take, and ask yourself why.
27. Asking "Why Not?" is to identify the basic decision that those on the other side probably see you asking them for and then:
28. Each side rarely has multiple interests.
29. The most powerful interests are basic human needs.
30. A common error in diagnosing a negotiating situation is to assume that each person on the other side has the same interests.
31. Basic human needs include:
32. It is your responsibility to explain your interests to the other side.
33. Being specific about the details of your interests will make your interests seem less credible to the other side.
34. It's important to acknowledge the other side's interests as part of the problem.
35. If you want someone to listen and understand your reasoning, give your interests and reasoning first and your conclusions or proposals later.
36. You will satisfy your interests better if you come to an agreement or settlement of things that happened in the past before you proceed to the future.
37. It may not be wise to commit yourself to your position, but it is wise to commit yourself to your interests.
Read 'Chapter 4: Invent Options for Mutual Gain' & answer the following question(s):
38. The method of principled negotiation involves inventing options for mutual gain.
39. One major obstacle that inhibits the inventing of an abundance of options is thinking that solving their problem is their problem.
40. The following is not a major obstacle that inhibits the inventing of an abundance of options:
41. Inventing options comes naturally.
42. Inventing is part of the negotiation process.
43. Most people see their job in negotiation as narrowing the gap between options, not broadening the options available.
44. Before brainstorming, you should
45. To invent creative options, you will need to combine the act of inventing options and the act of judging them.
46. During brainstorming, you should record the ideas in full view.
47. The type of thinking in which you diagnose an existing situation in general terms is known as descriptive analysis.
48. Examination of your problem from the perspective of different professions and disciplines will help to generate multiple options.
49. Since success for you in a negotiation depends upon the other side’s making a decision you want, you should do what you can to make that decision an easy one.
Read 'Chapter 5: Insist on Using Objective Criteria' & answer the following question(s):
50. The method of principled negotiation involves insisting on using objective criteria.
51. Your chance of benefiting from past experience becomes greater the more you and the other side:
52. Trying to settle differences of interest on the basis of will has high costs.
53. It’s never a good idea to ask the other side what the theory is behind their position.
54. An example of objective criteria is:
55. Ideally, to assure a wise agreement, objective criteria should be not only independent of will but also both legitimate and practical.
56. In order to negotiate with objective criteria, it’s a good idea to frame each issue as a joint search for objective criteria.
Read 'Chapter 6: What if They Are More powerful?' & answer the following question(s):
57. You BATNA is your:
58. Adopting a bottom line limits your ability to benefit from what you learn during negotiation.
59. The standard against which any proposed agreement should be measured is :
60. A bottom line increases imagination.
Read 'Chapter 7: What if they Won’t Play?' & answer the following question(s):
61. In negotiation jujitsu, you should attack the other side’s position.
62. If the other side chooses to play the game of positional bargaining, you can change the game simply by starting to play a new one.
63. A way to channel criticism in a constructive direction is to turn the situation around and ask for their advise.
64. In negotiation jujitsu, rather than resisting the other side’s criticism, you should invite it.
65. A key tool in negotiation jujitsu is:
66. Some of the most effective negotiating you will ever do is when you are not talking.
67. The one-text procedure shifts the game from positional bargaining and simplifies the process of inventing options and deciding jointly on one.
68. It's important to get everyone's consent before beginning the one-text procedure.
Read 'Chapter 8: What if They Use Dirty Tricks?' & answer the following question(s):
69. In negotiating the rules of the negotiating game, you should recognize the tactic, raise the issue explicitly, and:
70. Before beginning any negotiation, it's a good idea to inquire about the level of authority held by the negotiator on the other side.
71. Positional pressure tactics are designed to structure the situation so that only one side can effectively make concessions.
72. An example of a positional pressure tactic is:
73. Psychological warfare tactics are designed to make you feel uncomfortable so that you will have a subconscious desire to end the negotiation as soon as possible.
74. It is easier to defend principle than an illegitimate tactic.
75. The good-guy bad-guy routine is a form of deliberate deception.
Read 'Chapter 9: In Conclusion' & answer the following question(s):
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