Brainscape's Knowledge GenomeTM

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


See full index

Negotiation (Voss) > General Questions > Flashcards

General Questions Flashcards

1
Q

Name 5 labels for an Accusation Audit

A

It seems like ___ is valuable to you.
It seems like you don’t like ___.
It seems like you value ___.
It seems like ___ makes it easier.
It seems like you’re reluctant to ___.

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

Name 5 calibrated questions for your COUNTERPART to reveal value and overcome potential deal killers.

A

What are we trying to accomplish?
How is that worthwhile?
What’s the core issue here?
How does that affect things?
How does this fit into what the objective is?

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

Name 3 calibrated questions TO IDENTIFY BEHIND-THE-TABLE deal killers.

A

How does this affect the rest of your team?
How on board are the people not on this call?
What do your colleagues see as their main challenges in this area?

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

Name 6 calibrated questions to IDENTIFY AND DIFFUSE DEAL-KILLING ISSUES.

A

What are we up against here?
What is the biggest challenge you face?
How does making a deal with us affect things?
What happens if you do nothing?
What does doing nothing cost you?
How does making this deal resonate with what your company prides itself on?

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

Name 3 labels to follow up after they answered calibrated questions.

A

It seems like ___ is important.
It seems you feel like my company is in a unique position to ___.
It seems you are worried that ___.

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

How do you construct a label?

A

It seems / it sounds / it looks / it feels that …

It is NON-CONTENT focused.

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

How do you construct a mirror?

A

Repeat the last three words with either upward or downward inflection.

Can be used in place of “What do you mean by that” or “please go on.”

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

Why are yes oriented questions less helpful than no oriented?

A

Because if someone knows you want something from them their guard goes up with a yes question. No questions help you “know” more.

Yes feels like a trap.
No is protection.

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

What is the secret to gaining the upper hand in a negotiation?

A

Giving the other side the illusion of control. The key to power negotiations is deference.

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

What is the basis of negotiation?

A

A series of emotional moments.

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

What are three purposes of mirrors and labels?

A

To gain more information from the other party without sharing much or any of your own.

To make them feel in control.

To create an emotional moment.

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

Whats an easy way to get people to bond with you?

A

Get them to correct you. Correction is satisfying to them and bonds you. You may want to intentionally get them to correct you.

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

Turn this into a no oriented question.

Are you in favour of…?
Would you like to…?

A

Are you against….?

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

How do you get a “that’s right” response?

A

Summarize from their perspective, especially their hesitations.

Then WAIT.

If you don’t get a TR then say
“It feels like I left something out.”

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

In a negotiation, how can you respond to “how are you?”

A

Sounds like you have a place you want to start.

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

How can you say “no” a little at a time when you are given a lowball price?

A

That’s very generous it just doesn’t work for me.

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

When you are asked questions and you are not ready to answer OR there seems to be something underneath it, what are TWO ways you can respond?

A

What makes you ask?

Seems like you have a good reason for asking.

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

If you said “why do you ask” and they push you for an answer what can you say?

A

I just want to be sure I answer with what you really want to know.

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

What can you say when the other party is not performing / delivering / coming through?

A

It seems like you have a reason for not…

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

What calibrated question should you use at the beginning of nearly every negotiation?

A

What is the biggest challenge you face?

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

Name eight questions that should be in your toolbox for almost every negotiation.

A
  1. What about this is important to you?
  2. How can I help to make this better for us?
  3. How would you like me to proceed?
  4. What is it that brought us into the situation?
  5. How can we solve this problem?
  6. What’s the objective?
  7. What are we trying to accomplish here?
  8. How am I supposed to do that?
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

What is the guiding principle of execution when it comes to negotiations?

A

Yes is nothing without how. 

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

What is the first and most common “no” question you’ll use?

A

Some version of “How am I supposed to do that?”

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

How can you ask “how am I supposed to do that?” without sounding accusatory?

A

Use careful tone.
For me that might be “How AM i supposed to do that?”

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

State two questions that push your counterpart to think they are defining success their way.

A
  1. How will we know we are on track?
  2. How will we address things if we find we are off track?
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

Name two things your counterpart might say if they don’t think they are defining success their way. 

A
  1. You’re right.
    2. I’ll try. 
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

If you truly want to get a deal approved and implemented what must you do?

A

Discover how to affect the dealmakers and deal killers who are not at the table. 

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

Who are the most important people who are not at the table?

A

The deal killers. They are often more important than the deal makers!

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

What are the three “hows” of negotiation?

A

Asking how, knowing how, and defining how. 

30
Q

What is the 7–38–55% rule?

A

Meaning comes:
7% from words
38% from tone of voice and
55% from the speaker’s body language and face

31
Q

How do you APPLY the 7–38–55% rule?

A

Watch for when tone of voice or body language does not align with the meaning of the words being used by the counter party.

Use labels to discover the source of the incongruence. 

32
Q

How do you apply the rule of three?

Why does it work?

A

Get the counterpart to reaffirm their agreement at least three times.

It’s really hard to repeatedly lie or fake conviction. 

33
Q

What pronouns will often be used by someone who has authority in decision making?

A

“We,” “they” and “them.”

That sounds like a decision maker keeping his options open 

34
Q

What pronouns will often be used by someone who has little power to decide things?

A

“I,” “me” and “my.”

35
Q

How do you humanize yourself to the counterpart?

A

Use your name to introduce yourself. Say it in a fun friendly way.

36
Q

What psychological tool works most effectively with assertive negotiators?

A

Mirroring. 

37
Q

Name three instances in which you should use an accusations audit.

A
  1. Preceeding bad news.
  2. Before making an ask.
  3. After you’ve unexpectedly made someone angry.
38
Q

What should you do when you have been thrown off, lost track or lost your emotional bearing?

And why?

A

Use mirroring.

Because they work with the least amount of brain power.

39
Q

How can you be the smartest person in the room?

A
  • System one mind: the animal mind is fast instinctive and emotional
  • System two mind: slow deliberative and logical
  • System one is more influential and steers our our rational thoughts
40
Q

What is the objective in establishing rapport?

A
  • The goal is to uncover as much information as possible.
  • View assumptions as hypotheses and use a negotiation to test them
41
Q

What are three tones of voice to use in negotiation and why?

A
  • Late night FM DJ voice with downward inflection to create authority and trustworthiness and defuse defensiveness
  • Positive playful voice as the default to make you easy-going and good-natured.
  • Director assertive voice which creates problems and pushback.
42
Q

What do labels accomplish?

A
  • Label the counterparts fear to defuse its power
  • List the worst things at the other party to could say about you before they can in order to head off negative dynamics
43
Q

How do you do an accusation audit?

A
  • List the worst things at the other party to could say about you before they can in order to head off negative dynamics
  • Talk slowly and deliberately and use anticipatory labels
44
Q

Two ways to get engagement from a disengaged counterparts?

A
  • intentionally mislabel their emotions or desires by posing a ridiculous label They can only be answered with no, like it seems you want this project to fail
  • If a counterpart is ignoring you contact them with a concise no oriented question like have you given up on this project?
45
Q

How are summaries built?

A

Summaries are built with a label combined with paraphrasing to affirm the world according to the counterpart

46
Q

What does prospect theory suggest for negotiation?

A

You can persuade the counterpart they have something concrete to lose if the deal falls through (FOMO)

47
Q

6 ways to leverage prospect theory

A
  1. Preparation them for loss with an accusation audit connecting their fears to a lost opportunity
  2. Don’t make the first offer; if they offer low let it go, there’s more left on the table
  3. a range can make it seem like you’re going first but anchor higher and expect him to come in at the lower end
  4. After anchoring with a range, pivot to non-monetary terms if you can uncover things that are important to them and not to you
  5. No zeros or fives but odd numbers to seem calculated and make a serious anchor
  6. When they counter near their end, offers something non monetary and repeat the odd number you used previously
48
Q

What is a calibrated question and how do you construct it?

A
  • A calibrated question means one that is oriented to uncovering a specific piece of information or testing a specific hypothesis; or if there is no underlying hypothesis to uncover the unknown unknown
  • Calibrated questions begin with how or what
49
Q

What is an easy way to construct a no oriented question?

A

A no oriented question could be simple as “are you saying that… “

50
Q

How should you follow up on an answer to a no oriented question?

A

With a label, e.g. it seems that…

51
Q

Name three types of negotiator styles.

A

Analyst
Accommodator
Assertive

52
Q

What are 8 characteristics of the Analyst negotiator style?

A

methodical,
minimizing mistakes,
detail oriented,
taking the time to do it right.
Likes to do it on their own
never deviates from their goals.
Skeptical, so avoid too many questions upfront because they want to understand all the implications to their answers. Silence is an opportunity to think

53
Q

What are 4 characteristics of the Accommodator negotiation style?

A

relationship is everything,
may build rapport without accomplishing anything.
May be unprepared,
will yield a concession to appease the other side.

54
Q

What are 6 characteristics of the Assertive negotiator style?

A

love winning above everything else at the expense of others,
have a high need to be heard,
can’t listen until they know you’ve heard.
Focus on what they have to say to make them feel heard
mirrors are the best tool.
“That’s right“ is the most important breakthrough

55
Q

What is essential before and during a negotiation?

A

Preparation in advance of the negotiation and adapting to the unknown during the negotiation.

56
Q

Name 4 steps to prepare for a negotiation.

A

design an ambitious but legitimate goal,
game out the labels,
Game out calibrated question,
Game out response you will use to reach the goal.

57
Q

How do you plan ahead to avoid getting sucked into compromise?

A

think ahead of what extreme negative anchor they could present and prepare your dodging tactics

58
Q

What’s an easy formula to plan your price points (both buy and sell) after you set your target price?

A

Buy: 65, 85, 95, 100%.

Sell: 135%, 115%, 105%, 100%

59
Q

What is a Black Swan in negotiation?

A

Black swans are the unknown unknowns - anything you don’t know that changes things

60
Q

What three types of leverage multipliers are Black Swans?

A

positive
negative
normative

61
Q

How can Black Swans be positive multipliers?

A

They present the ability to give or withhold something they want

62
Q

How can Black Swans be negative multipliers?

A

They present the ability to hurt someone

63
Q

How can Black Swans be normative multipliers?

A

They present the opportunity to use your counterpart’s norms to bring them around

64
Q

Name 6 ways you can uncover Black Swans.

A
  1. Worldviews
  2. Similarity principal
  3. Their goals
  4. Irrational behaviour
  5. Face time
  6. Unguarded moments
65
Q

How can worldviews be used to uncover Black Swans?

A

worldviews such as the other side’s religious beliefs - this moves into their emotional life where black swans live

66
Q

How can similarity be used to uncover Black Swans?

A

The similarity principal says commonalities can create a sense attraction and supports persuasion.

It includes attitudes, beliefs, ideas, clothing, or language that makes it feel like you were in the same group together

67
Q

How can a counterpart’s goals be used to uncover Black Swans?

A

Identify their unobtained goals and express passion for their goals and for their ability to achieve them

68
Q

How can irrational behaviour be used to uncover Black Swans?

A

When faced with irrational behaviour search for the (1) constraints, (2)hidden desires, and (3) bad information they might be working with

69
Q

How can face time be used to uncover Black Swans?

A

Face time with the counter party reveals more than days of research can

70
Q

How can unguarded moments be used to uncover Black Swans?

A

Observe their unguarded moments when they are not “on“ to identify clues as to what is important, world views and commonalities.

Negotiation (Voss) (2 decks)

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