Quiz 1st

1.
Question 1
In preparing for your negotiation, objectives and interests must be taken into
account. However, what are the two potential pitfalls in these?

1 point

Objectives are not so "objective" because they tend to include a sizeable amount of subjectivity.

Objectives - what to aim for - may be mistaken for strategy - how to get there.

Most negotiation stakes are not simply about the maximization of quantitative interests by
rational individuals.

Interests may not be in line with a negotiator’s motivations.

2.
Question 2
Two key questions should be asked when analyzing the problem dimension.
Which of the following are the correct questions?

1 point

How can I motivate myself to set the right objectives?

Deep inside, which motivations do I try to fulfill through negotiation - I want X, but why do I want
X?

What do I know about the motivations of the other negotiator across the table - why do they ask
what they ask?

To what extent do we have common interests, which we do not need to discuss ?

3.
Question 3
What is the difference between motivations and the mandate? Which two
statements are correct?

1 point

The motivation is: I’d like to go as far as possible in that direction.

The motivation is: I’d like to get the best possible result in order to earn recognition from my
agent.

The mandate is: my boss expects I go at least that far, and I must absolutely not step over this
red line.

The mandate is: my boss sets me a bottom-line set of objectives and expects me to give it that
extra bit of energy and commitment to obtain more than what was expected.

4.
Question 4
For the tactical preparation of a negotiation, three questions should be asked:

Which package of solutions should I put first on the table, in order to anchor
the ………..….. around it?Which …………... should I have in mind? Which
…………. to add to the table, or remove? And the same on their side;What is
the ultimate ………………. you will throw on the table if need be and only if
need be.

Which following word progression fits with the above statements?

1 point

Discussion, objective, solution, bargaining chip

Trade off, position, mandate, threat

Concession, concession, solution, solution

Discussion, concession path, solution, bargaining chip

5.
Question 5
There are three ways a solution will be accepted by the other side. Which of
the following constitute the three?

1 point

The solution is mutually satisfactory. It is in line with your motivation, but also with theirs.

Identify, on another item of the negotiation, a solution which they want, but which you do not like.
Then agree on a trade-off.

Use a carrot and stick approach, blended with respect and politeness, to offer solutions and
highlight the risks and threats if they do not accept.

Convince the other negotiators by building a demonstration using objective points of reference
(justifications) which are difficult to deny.

6.
Question 6
Good negotiations will include two of the following. Which?

1 point

A unique solution that fits everyone’s needs.

A package deal solution addressing as many variables as possible.

A logical, proven set of standard solutions.

Creative, value-driven solutions that can be traded for mutual satisfaction.

7.
Question 7
As a negotiator, you must try and trade solutions which do not cost you a lot,
but bring value to the other side of the table; AND get, by way of reciprocity,
solutions which bring a lot of value to you but do not cost too much to the
other side.

1 point

True

False

8.
Question 8
Using justifications are powerful in that they:

1 point

Enable you to refuse the other’s solution, not because “you do not like it” (although that may be
the case), but because there is a legitimate reason to take it off the table.

Provide “destabilizing arguments” that allow you to score psychological points over the adversary
and sap their energy to resist your solution.

Help you maintain the relationship with the other side: “I’m not saying no, but facts X and Y justify
that we do not include this option in the deal”.

Provide a springboard for exploring other, legitimately anchored solutions.

9.
Question 9
Personal relationships between the people at the table are crucial to the
success of a negotiation.

Match the following situations with the step : " You will negotiate with
someone you're never met before"

1 point

Providing explanations or even an apology for whatever happened, bringing a small gift, could
help mend the relationship. If you suspect that the situation is worse, then it is in your own
interest to consider swapping your role for a colleague or, as a last option, bringing a third party
between the two negotiators, to act as a go-between.

Be aware that your own perceptions might be biased because of assumptions, clichés or
stereotypes. Show benevolence and grant the benefit of the doubt. Make sure you have enough
time to introduce each other. Build a minimum working relationship before entering the
substance.

You’ve established rapport, you trust each other, and your relationship is one of respect. Check
this again and if it is indeed the case, then you may move on rapidly to negotiating.

10.
Question 10
Now match the following situations with the step : “You already know the
person you are going to negotiate with”

1 point

Providing explanations or even an apology for whatever happened, bringing a small gift, could
help mend the relationship. If you suspect that the situation is worse, then it is in your own
interest to consider swapping your role for a colleague or, as a last option, bringing a third party
between the two negotiators, to act as a go-between.

Be aware that your own perceptions might be biased because of assumptions, clichés or
stereotypes. Show benevolence and grant the benefit of the doubt. Make sure you have enough
time to introduce each other. Build a minimum working relationship before entering the
substance.

You’ve established rapport, you trust each other, and your relationship is one of respect. Check
this again and if it is indeed the case, then you may move on rapidly to negotiating.

11.
Question 11
Last, match the following situations with the step : “You’ve already met the
person before but there was a problem and this affected your relationship.”.

1 point

Providing explanations or even an apology for whatever happened, bringing a small gift, could
help mend the relationship. If you suspect that the situation is worse, then it is in your own
interest to consider swapping your role for a colleague or, as a last option, bringing a third party
between the two negotiators, to act as a go-between.

Be aware that your own perceptions might be biased because of assumptions, clichés or
stereotypes. Show benevolence and grant the benefit of the doubt. Make sure you have enough
time to introduce each other. Build a minimum working relationship before entering the
substance.

You’ve established rapport, you trust each other, and your relationship is one of respect. Check
this again and if it is indeed the case, then you may move on rapidly to negotiating.

Quiz 2nd

1.
Question 1
Most negotiations on behalf of a mandate follow a 3-step process. Which ONE
of the following IS NOT one of these steps?

1 point

Getting instructions from your boss.

Negotiating at the table while respecting the mandate

Proposal, counter-proposal, agreement.

Returning to the boss and explaining what happened.

2.
Question 2
A “right” mandate is one which is...

1 point

Clear on motivations, objectives, priorities and reasonably flexible on possible solutions.

Clear on the purpose, strict on possible solutions, and firm on your position.
3.
Question 3
"Better no deal, than a deal outside your mandate." What mistake does the
negotiator make for this statement to arise?

1 point

The negotiator made an initial error of judgement when deciding on the mandate with his/her
superior.

The negotiator wanted the deal so badly that he/she overstepped the mandate to achieve this.

4.
Question 4
What can a negotiator do if a new, unexpected element enters the negotiation?

1 point

Call for a break in the negotiation – even if a for two minutes – check with your boss (via email,
mobile or text message and update the mandate as required.

Keep calm and carry on - nothing must deviate the negotiator from his/her goals.

Make note of the unexpected element and prepare to follow this up after the negotiation with a
demand to the other participants to meet again to discuss the new element.

5.
Question 5
If a negotiator doesn’t agree on the mandate, then this will have an effect on
the motivation to negotiate effectively. Settle this aspect before the negotiation
takes place by returning to the mandate and requesting modification or try to
be replaced by a colleague.

1 point

True

False

6.
Question 6
Three initial reasons for a mandate overstepping its scope are lack of
preparation, lack of understanding and an unclear mandate. What preventive
action is NOT required among the following?

1 point

Prepare, prepare, prepare.

Ask for advice beforehand.

Get everyone’s name correct.

Specify what needs to be clarified in the mandate.

7.
Question 7
What action should you take if your Principal (boss) gives you a free hand for
the negotiating mandate?

1 point

Draft your own mandate, send it to your boss for sign off and state (politely) that suggestions are
welcome.

Thank him/her, draft your own mandate, execute it and then report back to your boss.

8.
Question 8
During the negotiation, don’t forget the limits of your mandate. Once back
from the negotiation, be prepared to ……………………..your boss.

1 point

Tell

Convince
Hide it from

9.
Question 9
What duty should a negotiator remind him/herself of when under high
pressure from the other side to agree to something?

1 point

The job of a negotiator is to say "Yes" if it means keeping long-term relations healthy.

The job of a negotiator is to use diplomacy in order to reduce the effect of the pressure upon
him/her.

The job of a negotiator is to say "No" if need be.

10.
Question 10
If the negotiator (agent) finds the mandate given by his/her boss (the principal)
unrealistic, the negotiator should return to the mandate initially provided and
negotiate the points he/she feels require modification.

1 point

True

False

11.
Question 11
What is the definition of a ZOPA?

1 point

Zone of Operational Personal Agreement.

Zone of Possible Agreements.

Zone of Perspectives on Action.

12.
Question 12
Which of the following IS NOT a reason for the absence of a ZOPA?

1 point

Mandates from each side do not overlap – there is no common ground for win-win.

Motivations from each side may be strictly at odds.

Some stakeholders are absent from discussions.

Each party’s Plan B (Solution Away from the Table) may be better than the solutions proposed at
the table.

13.
Question 13
Which of the following are reasons for failure in negotiations?

1 point

The trap of the gorilla syndrome – the negotiators try to over-impress each other.

The negotiators are hard on the problem, soft on people.

Negotiators start with excessive demands which cannot be met.

The plan B has been underestimated.

14.
Question 14
What’s the best strategy to take when you feel there’s going to be no deal?

1 point

Step back and analyse the situation to effectively understand why there’s no deal.
Adopt an aggressive, competitive style of negotiating to force the other negotiator to weaken
resistance to your proposals.

15.
Question 15
A negotiation isn’t a binary “deal, no deal” process. Which of the following
ISN’T one of the the usual steps involved in reaching a final agreement?

1 point

Agreement to meet again.

Agreement on the disagreement.

Contingent agreements.

Avoidance of factors that can jeopardize an agreement.

Quiz Final
6.
Question 6
In the following 10-trump preparation plan, match up the item “Who?” to its
appropriate dimension.

1 point

Core motivations, Solutions at the table, Solutions Away From the table, Justifications.

Organization, Communication, Logistics.

Personal relationships, Mandate, Stakeholder’s Map.

7.
Question 7
In the following 10-trump preparation plan, match up the item “What?” to its
appropriate dimension.
1 point

Core motivations, Solutions at the table, Solutions Away From the table, Justifications.

Organization, Communication, Logistics.

Personal relationships, Mandate, Stakeholder’s Map.

8.
Question 8
In the following 10-trump preparation plan, match up the item “How?” to its
appropriate dimension.

1 point

Core motivations, Solutions at the table, Solutions Away From the table, Justifications.

Organization, Communication, Logistics.

Personal relationships, Mandate, Stakeholder’s Map.

10.
Question 10
Among the actions listed below, which one should you take when faced with
the "ultimatum" tactic your opposite might use?

1 point

Re-orient your opposite to the points you had initially agreed to discuss or gain time in order to
assess the meaning and cost of the new item on the agenda.

First, resist hasty reaction and instead compare with your best solution away from the table.
Next, thank your opposite for the offer and then propose a higher figure than your Plan B, as your
own "last offer".

Remain calm and do not give way to pressure, do not mix the People and the Problem. Stick to
the facts and insist on rules of the game. Finally, if your plan “B”’ enables it, leave the room in the
first meeting.
Practice Quizzes
6.
Question 6
Many people believe that negotiation is only, and always, about concession-
making, thinking that it can only be a “zero-sum game”: “What he wins, I must
lose”, and vice versa. The reality is quite different. How?

1 / 1 point

No concessions should be made. Like this, the negotiators do not fall into the trap of believing
they must lose something in order to win something.

Negotiation can help you create value without the obligation to take it from the other, but create it
with the support of the other because there is a notion of reciprocity.

Negotiation is always about concessions because there are naturally stronger and weaker
negotiators at the table in any deal.

Correct
7.
Question 7
What among the following scenarios would be most beneficial to someone
negotiating on behalf of his/her company or organisation?

1 / 1 point

A negotiation in which there is only one solution - mine.

A short-term, one-shot negotiation in which a simple transaction is concluded, with possible high
gain.

A negotiation that fosters ongoing relations, aims for the long-term, and opens up further
opportunities for discussions.

Correct
8.
Question 8
"Business is business!" This attitude invariably leads to rejection of a deal.
Why?

1 / 1 point

The proposal stems from of a process in which they felt respected, had a say, could voice their
concerns.

The proposal stems from a process characterised by use of force, impoliteness, competition, and
which they felt uncomfortable with.

The proposal stems from talks which are only centred on the financial aspect of a deal and not
the logistical or after-sales follow up.

Correct
9.
Question 9
Some people believe that everything is negotiable. However, good negotiators
know how to draw the line between what’s negotiable, and what is not. What
word is given to an insistence that everything is negotiable?

1 / 1 point

Negotiology

Negotioneering

Negotism

Negomania

Correct
10.
Question 10
Which mindset most defines a positive negotiating approach?

1 / 1 point
Hard on the problem, hard on people

Soft on the problem, hard on people

Hard on the problem, soft on people

Soft on people, soft on the problem

Correct
5.
Question 5
In the preparation of how to run the meeting, "dealing with the most sensitive
point at the beginning of the negotiation" refers to which approach?

1 / 1 point

The climax approach

The crescendo approach

The decrescendo approach

The softly-softly approach

2.
Question 2
In the case of excess demands, what is the solution ?

1 / 1 point

Plan better and anticipate deadlines.

Back up demands with objective justifications using benchmarks and facts.

Counter these demands with your own excess demands to test your opponent.
Correct
3.
Question 3
If you see that proceedings are becoming chaotic, what should you do?

1 / 1 point

Stop discussing the substance and set a process before continuing again.

Demand that people remain quiet while you talk.

Politely ask people to remain calm and take turns in talking.

Correct
4.
Question 4
You notice that the lighting is poor and the noise from the outside is making
things difficult to follow. What do you do?

1 / 1 point

Ask people to begin speaking loudly, even if it means shouting.

Postpone the meeting until another day.

Take the logistics seriously. Stop proceedings, find a better place and book a new room.

Correct
5.
Question 5
The meeting was planned to stop after an hour and there are only 10 minutes
left to finish. What do you do?

1 / 1 point

Arrange for another session. And, in the future : plan better and anticipate deadlines.

Ask people to hurry up and drop one or two items from the agenda.
Decide that the negotiation is a failure and call it a day.

Correct
.
Question 1
The goal is primarily to establish and maintain a working relationship, not,
imperatively, a relationship of trust or friendship as a pre-condition to
negotiation.

1 / 1 point

True

False

Correct
2.
Question 2
When preparing your process, which one of the following IS NOT one of the
classifications of motivations you should take into account?

1 / 1 point

Motivations shared by both parties and compatible between them.

Motivations that are different, contradictory or even mutually exclusive.

Motivations that are contradictory to the win-win mindset of the negotiation.

Motivations that are different but compatible or complementary.

7.
Question 7
Select the RIGHT answer for the following statements.

1 / 1 point

A good negotiator should always end a negotiation with an agreement and accept it.
Negotiation is everywhere.

Everything can be negotiated.

Negotiation is an innate skill.

Being a good speaker is the essential skill to convince the other party.

Correct
8.
Question 8
Negotiating is communicating. A golden rule to keep in mind before beginning
any communication in a negotiation is:

1 / 1 point

The message you intend to send is not necessarily that which is perceived by the receiver.

The message you intend to send must be transmitted in a clear and precise voice.

The message you decide to transmit is not necessarily perceived as an intended message.

Correct
9.
Question 9
Active listening involves which of the following?

1 / 1 point

Re-phrasing questions.

Clarifying questions.

Making notes of everything that is said.

Checking via questions the non-verbal impressions you may perceive.

Correct