the getting to yes challenge [master copy} - 15 questions · the "getting to yes"...

9/9/2019 The "Getting to Yes" Challenge [MASTER COPY} - 15 Questions

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The "Getting to Yes" Challenge [MASTER COPY} - 15 QuestionsNumber of questions: 15

DescriptionQstream on the Selling and Negotiation Skills needed to Close Deals

SyllabusAuthor: Julie Patrick (Qstream Consultant) 2018

(Multi-correct answer): Q1 - Principled negotiation methodOn which of the following should you focus when using the principled negotiation method?

Choices:

Basic interests

Mutually satisfying options

Positions

Fair standards

Quick commitment

Explanation:

The principled negotiation method changes the game. With principled negotiation, you negotiate on the merits.

In this approach to negotiation, the participants in the negotiation are problem-solvers who have the goal of a wise outcome that is reached efficiently andamicably. This approach is efficient because you do not have to dig in to positions and then dig yourself out of them to reach a decision. The negotiationremains amicable because participants see each other as human beings, regardless of substantive differences.

Question Topics: Negotiations

(Multiple Choice): Q2 - Cancelled meetingsYour client continues to cancel meetings you have scheduled to negotiate their annual contract. What should you ask yourself?

Choices:

Am I paying enough attention to the people problem?

What type of concession can I offer to the client to ensure a meeting?

How can I change whatever it is that the client not like about me?

Explanation:

During a principled negotiation, it is imperative that you separate the people from the problem. While it may be tempting to see the people and the problemas one entity, the substantive issue must be viewed independently.

By separating the people from the problem, you are able to be soft on the people and hard on the problem, essentially working together to attack thechallenge and striving to arrive at a fair agreement.



Question Topics: Negotiations

(Multi-correct answer): Q3 - Identifying client’s interestYou are interested in identifying a client’s interests. What should you do?

Choices:

Ask, “why?"

Ask, “why not?"

Ask, “how can I reconcile the client’s position?"

Realize the client will likely have a sole interest.

Consider the most powerful interests are basic human needs.

Explanation:

The principled negotiation approach focuses on interests, not positions. Therefore, you must explore interests to make sure you have a clear understandingof all of the client’s interests, including basic human needs. This approach examines not only why a client may be interested in something but also in whythey may not be interested in something, keeping in mind that there are likely multiple interests among all parties in the negotiation.

You must also avoid having a bottom line so that there is room to consider a variety of options.

Question Topics: The Method – Focus on Interests, Not Positions

(Multiple Choice): Q4 - Mutual satisfaction (t)You feel like you are in a situation with limited choices and no matter what you do, neither you nor your client will be satisfied. To invent options you takethe following steps: ______, analysis, ______, action ideas.

Choices:

position; approaches

position; tactics

problem; approaches

problem; tactics

Explanation:

When you use principled negotiation, it is important to invent options for mutual gain. Multiple options open the conversation from limited options to manypossibilities.

Having a number of possibilities provides the opportunity to decide which option to select later. Opening the conversation increases the possibility thateveryone involved in the negotiation will be satisfied.



Question Topics: The Method – Invent Options for Mutual Gain

(Multi-correct answer): Q5 - Establish objective criteriaNeither you nor your client is interested in backing down. What should you consider to establish objective criteria?

Choices:

Explore the will of both sides.

Emphasize standards of fairness.

Examine efficiencies.

Establish scientific merit.

Elevate the client’s interests.

Explanation:

Using objective criteria during principled negotiation helps you reach a result based on standards independent of will. You must reason and be open toreason to create the objective criteria.

When you have established objective criteria, you are able to yield to principle, not the pressure of digging into a position or adhering to a bottom line.

Question Topics: The Method – Insist on Using Objective Criteria

(Multi-correct answer): Q6 - Bottom line approachWhat are some costs of using a bottom line approach?

Choices:

Makes it easier to resist pressure.

Ensures that no one will indicate that you will settle for less.

Limits your ability to benefit from what you learn during negotiation.

Inhibits imagination.

Explanation:

Many people view having a bottom line as having protection from entering into a bad arrangement. This protection may be valid but it may also be limiting. Those limits can be costly.

Having a bottom line may prevent you from inventing and agreeing to a wise solution for all participants involved in the negotiation. Your bottom line, anarbitrarily selected figure, is not a proper measure of what is acceptable.



Question Topics: Yes, But…What If They Are More Powerful?

(Multi-correct answer): Q7 - BATNAYour client has responded with a solution that does not meet your bottom line. What can you do to develop your BATNA (Best Alternative To a NegotiatedAgreement)?

Choices:

Invent a list of actions you may take if no agreement is reached.

Improve some of the promising ideas and convert them into practical alternatives.

Select, tentatively, the one alternative that seems best.

Define your bottom line against which to judge all ideas.

Communicate that you will settle for less in order to reach agreement.

Explanation:

Your BATNA, Best Alternative To a Negotiated Agreement, is important to help you assess any proposals offered by your client.

When you develop your BATNA, list actions you may take if you are not able to reach an agreement. If you hear something promising, determine what youneed to do to make it happen. If you find that some of the promising ideas are possible, select the one you think will work best and pursue it.

Question Topics: Yes, But…Develop Your BATNA – Best Alternative To A Negotiated Agreement

(Multi-correct answer): Q8 - Focus on the merits (t)How can I get the other side to focus on the merits?

Choices:

Support their positions.

Use principled negotiation.

Use negotiation jujitsu.

Include a third party.

Avoid focusing on interests.

Explanation:

Many people approach negotiations from a position perspective. They stand firm to their position, illustrate their interest in only their own gains, andlaunch personal attacks to try to achieve success.

When you choose to approach negotiation using principled negotiation, you focus on the merits rather than on positions. You are playing a new game.

If playing a new game doesn’t work, using negotiation jujitsu counters positional bargaining moves with methods to direct your opponent to examine themerits.

If neither principle negotiation nor negotiation jujitsu works, involve a third party to help change the focus to interests, options, and criteria – all part ofprincipled negotiation but not coming from you.



Question Topics: Yes, But…What If They Won’t Play?

(Multiple Choice): Q9 - Negotiation jujitsuYour client has made a number of statements. To use negotiation jujitsu, how may you respond?

Choices:

“Could I ask a few questions to see whether my facts are right?” Pause, even after client responds.

“That is not how I understand the situation. You must have your facts wrong.” Pause for effect.

“You are being unreasonable.” Pause, giving the client time to think about their statements.

Explanation:

Pausing is an effective approach in a variety of situations. Maintain a safe environment for the conversation by refraining from personal attacks andsticking with questions.

Your silence will often prompt the other side to respond because they are uncomfortable. Stay silent until the other party responds, especially after posing aquestion.

Question Topics: Yes, But…Use Negotiation Jujitsu

(Multiple Choice): Q10 - Client is misleadingYour client has lied in an effort to achieve their desired result. What should you do?

Choices:

Put up with it, you want to keep this client happy.

Negotiate the rules of the game.

Try to beat them at their own game.

Explanation:

Lying is a dirty trick that is frustrating and may cause you to act in a less than desired way. For example, you may wish to remain quiet, putting up with it inorder to keep the negotiation going. Another example is to do the same, lying to get what you want out of the negotiation.

In both examples, either one party gets exactly what they want or the negotiation stops completely. Negotiating the rules of the game is much more effectiveso that the negotiation process itself works for all parties involved.

Question Topics: Yes, But…What If They Use Dirty Tricks?



(Multiple Choice): Q11 - Recognise tacticsRegardless of the tricky tactic your client uses, you approach the negotiation by recognizing the tactic, _________, and _________.

Choices:

not speaking of the issue; using principled negotiation to establish the negotiation procedure

not speaking of the issue; establishing your own approach to the negotiation

raising the issue explicitly; using principled negotiation to establish the negotiation procedure

raising the issue explicitly; establishing your own approach to the negotiation

Explanation:

Rather than yielding completely or trying to beat them at their own game during a negotiation, consider an approach that tames hard bargainers.

Recognize that other parties are using a less than ideal tactic, tell them specifically what you have observed and your issue with their approach, and use aprincipled negotiation approach to determine how the negotiation will proceed, establishing expectations for everyone involved.

Question Topics: Yes, But…Taming The Hard Bargainer

(Multi-correct answer): Q12 - Principled negotiationIn order to determine whether it is worth the extra effort to use principled negotiation, what should you consider?

Choices:

How important is it to avoid a systematic outcome?

How complex are the issues?

How important is it to maintain a good working relationship?

What are your expectations?

Where are you in the negotiation?

Explanation:

It is natural to wonder whether using principled negotiation is appropriate in every situation.This approach takes a lot of work and perhaps there are otherapproaches you may use to achieve success.

To determine whether you should use principle negotiation, ask yourself the following:

“How important is it to avoid an arbitrary outcome?”, “How complex are the issues?”, “How important is it to maintain a good working relationship?” and“Where are you in the negotiation?”.

Question Topics: Questions About Fairness and “Principled” Negotiation

(Multiple Choice): Q13 - Principled negotiation



True or False? When using principled negotiation, a good working relationship tends to make it easier to achieve good substantive outcomes (for bothsides).

Choices:

True

False

Explanation:

You do not need to choose between achieving a good outcome and fostering a good relationship. Having a good relationship will likely help you achieve agood outcome for everyone. That outcome may actually help your relationship get even better.

Keep developing those relationships!

Question Topics: Questions About Dealing with People

(Multi-correct answer): Q14 - Move to CommitmentWhat are some general principles to help move from inventing options to making commitments?

Choices:

Think about closure from the beginning.

Consider crafting a framework agreement.

Move toward commitment as quickly as possible.

Be persistent in pursuing your interests.

Resist making an offer.

Explanation:

To achieve success, it is not sufficient to invent options. You must make commitments to make progress. How do you do this?

Begin with the end in mind - think about closure from the beginning. Consider how you may create a framework agreement. Take your time - movetoward commitment gradually. Pursue your interests without being rigid in pursing any particular solution. Complete your approach by making an offer.

Question Topics: Questions About Tactics

(Multi-correct answer): Q15 - Negotiating power (t)What are some sources of negotiating power?

Choices:

Hold to your position.

Set aside the elements of the principled negotiation method.

Use effective communication.



Develop a good BATNA.Make commitments.

Explanation:

There is no single path to successful negotiation. Enhancing your negotiating power embraces a number of ideas, including but not limited to employingthe elements of the principled negotiation method; using effective communication; developing a good BATNA; and making commitments.

Additional ideas for enhancing your negotiating power include making sure you understand everyone’s interests, inventing options that may appeal toeveryone involved, and using external standards to assess the legitimacy of options.

Question Topics: Questions About Power

the getting to yes challenge [master copy} - 15 questions · the "getting to yes"...

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