Brainscape's Knowledge GenomeTM


Top Flashcards (Certified)
All Flashcards

COMM 421 NEGOTIATION > EXAM 2 > Flashcards

EXAM 2 Flashcards

1
Q

What is the main point in the article tough guys finish last

A

Negotiators reputation effects their outcome, scheme theories on how behavior affects negotiation.

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

By checking back the scheme it helps figure out the character of the other person and begin to figure out their

A

Underlying interest

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

Distributive Reputation

A

They pretend to be nice but they have hidden agenda of interest they’re leading you to

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

Building rapport and trust helps cut this

A

Distributive reputation down

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

3 ways we form first impressions

A

Passive, Active & Interactive

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

Passive Information

A

Observing others behavior without intervening

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

Passive is best to do in less

A

Formal situations as well as when the person being observed is interacting with others

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

Active Information

A

Asking others, interacting with other’s friends about the person. (Manipulate environment)

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

Example of Active Information

A

Sending yourself flowers then asking others, asking to speak to a former boss

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

Interactive Information

A

interact with the person directly

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

What makes a first impression accurate?

A

You know an accurate first impression if person is in right context and right behavior

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

3 things to be careful for when forming 1st impressions

A

Selective perception, implicit personality theory, wrong context

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

How do you make a good first impression?

A

Be deliberate in Nonverbal communication & have good affinity seeking behaviors

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

3 ways to gain affinity

A

Comfortable self (don’t sweat the small stuff), optimism & self concept confirmation (give compliments )

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

How does having a reputation for distributive bargaining impact your negotiation?

A

A negotiators distributive reputation will likely undercut his profit, distributive rep will be judged to have had more self interested underlying motivation.

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

Distributive reputation will cause counterparts to share less information about

A

Interest, priorities and preferences

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

Having a reputation for distributive bargaining leads to the negative influence of

A

Negotiators perceptions and behaviors, which caused the labeled party to behave more distributively.

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

The party with distributive reputation is unable to create

A

Joint value or to claim individual value

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

Having a reputation for distributive bargaining creates a harmful self fulfilling prophecy that contains

A

Both parties actions and limited both parties profits.

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

Conflict is most likely to occur in

A

Close relationships

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

Conflict increases as partners become more

A

Committed

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

What are the 4 levels of competence?

A

Unconscious incompetence, conscious incompetence, unconscious competence, conscious competence.

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

Unconscious incompetence

A

You are bad at something and you do not realize you are bad at it until you are completing the task. You realize it is harder than you thought

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

Conscious incompetence

A

Being aware you are bad at something, taking the steps to get better at the task

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Conscious competence
You have to think about something in order to do it correctly. Coach yourself through the issue
26
Unconscious competence
You can do it well without thinking about it
27
What is the problem with mixing the levels of competence?
People have a blind spot and will mix competence with incompetence, people will not change behavior.
28
Fundamental Attribution Error
Says that we give ourselves the benefit of the doubt, but we will not give it to anyone else.
29
Fundamental Attribution Error Example
If you do bad it’s because of the situation, if others do bad it’s because they just suck
30
5 aspects of defined conflict
An expressed struggle, interdependent parties, perceived incompatible goals, perceived scarce resources, perceived interference
31
4 Conflict Goals
Content, Process, Relational, Identity
32
Content
What is the issue you want resolved?
33
Process
How do you conduct conflict. Argues over an actual goal.
34
Relational
Idea that each person wants to be treated with respect and dignity
35
Identity
Don’t disconfirm people’s identities or tell them their ideas are dumb. How you think of yourself.
36
Process
Argues over how things get done, how Conflict gets resolved, how do you conduct the conflict.
37
4 Horsemen if Destructive Conflict
Criticism, Contempt, Defensiveness, Stonewalling
38
Criticism
Saying something is wrong with you as a person, permanent complaints
39
Contempt
Putting others down making them feel unworthy and less than you. (Ex: belittling, sarcasm, rolling eyes.)
40
Defensiveness
People are unwilling to change their ways, not taking responsibility
41
Stonewalling
Withdrawal or avoidance of a person
42
6 aspects of constructive conflict
Be a big person (stop spirals of negativity), be flexible, articulate your point of view, listen, be clear and specific and no panacea
43
People tend to think of themselves as
Rational, thoughtful decision makers
44
What are the 4 Bias?
Cognitive, Perceptual, Emotional & Confirmation
45
Cognitive Bias
Caused by taking a heuristic shortcut which is a faulty information process.
46
Perceptual Bias
Interpersonal in nature and have their roots in faulty perceptions or social events. Emotional inconsistencies between and goals.
47
Emotional Bias
Inconsistencies between feelings and goals
48
6 principles of liking
Liking, reciprocity, Social Proof, consistency, authority, scarcity
49
The principle of liking
People like those who like them, try to uncover similarities and show the person you like them or what they are about.
50
Principle of Liking Example
Tupperware party Example: if people liked the person who was selling the Tupperware it was a better indicator of whether or not they bought from them, as opposed to the actual quality of the Tupperware
51
The principle of reciprocity
We are motivated to return compliments or do something nice when someone gives us compliments
52
Principle of Reciprocity Example
Someone buying you food when your forget your card, you would treat them next time to their meal
53
Principle of Social Proof
People will follow the lead of others
54
Principle of Social Proof Example
Ordering food the same way as friends do just so you do not stand out
55
Principle of Consistency
People align with their commitments, in negotiation you make commitments active and public
56
Principle of Authority
People refer to experts, you want to expose your expertise, be cautious if you how much you know, experts offer shortcuts in decision making
57
Principle of a Scarcity
People want something because it is scarce
58
3 types of impasses
Incompatible frames, incompatible styles, unrealistic expectations
59
Incompatible frames
Two different perspectives but you may want the same thing
60
Incompatible styles
No one is willing to give up concessions
61
Unrealistic expectations
You pass up a good deal
62
Breaking incompatible frames
Reframe, talk in terms to their frame. Talk about underlying interests and not issues
63
Breaking Incompatible Styles
Make small concessions, negotiate for them (think of concessions they could ask for)
64
breaking Unrealistic expectations
Acknowledge the other person’s concern/offer information
65
What are the 7 dirty tricks in negotiating?
Intimidation, Badcop/Goodcop, deception, left at the altar, snow job, cloning, cash king
66
How to fight intimidation
Relax
67
How to fight bad cop/good cop
Don’t let the anchors
68
how to fight Deception
Call out deception
69
How to fight Left at the altar
Let them walk away
70
How to fight snow job
Ask. Sometimes the information doesn’t matter and you don’t care for extra information
71
How to fight Cloning
Do not negotiate online because you may just be testing you
72
How to fight cash king
Insist, stay firm on the price, stick to the deal
73
3 steps on how to say “no”
Say no, offer an explanation, offer an alternative
74
Confirmation Bias
You tend to only look for evidence that supports your beliefs and ignore information that might suggest other possible beliefs
75
Framing
The way a problem is presented can influence the way people interpret and react to it
76
Anchoring
People tend to fixate on one number and pin it so that often offers never go up or down
77
Halo effect
Overconfidence, Egocentric Bias (because it’s linked to you it’s good)
78
Availability of information
Things that are easier to remember usually indicate things that are more prepared
79
Commitment
People tend to confine themselves t9 behavior once they have committed to their course of action
80
Sunk costs
They’re already gone, but they weigh in our decision making process
81
Low ball
You get caught up in something without realizing why you tried to do something in the first place
82
Totalitarianism
When you focus on the worst possible out come. (Engage in oneism, it can be catastrophic, over generalize, created dichotomous thinking)
83
Dichotomous thinking
We start to think that one is either all bad or all good

COMM 421 NEGOTIATION (3 decks)

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