Orgb 325 > MCQ 2 > Flashcards

MCQ 2 Flashcards

(75 cards)

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1
Q

implicit theories

A

the beliefs held by people about personalities

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2
Q

line-crossing illusion

A

negotiators believe they are coming on too strong, but they are actually not

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3
Q

trash-talking

A

incivility expressed in competitionn and negotiators who trash-talk are more likely to feel rivalry and engender competition in the opponent

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4
Q

epistemic motivation

A

a person’s need to understand his or her world

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5
Q

backlash effect

A

the negative social reaction directed at women who are seen as violating gender norms because they engage in counter-stereotypical behaviors during negotiation

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6
Q

stereotype regeneration

A

the process by which members of traditionally stereotyped groups redefine their own beliefs about their group

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7
Q

emotions

A

relatively fleeting states that are usually fairly intense and often a result of a particular experience

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8
Q

moods

A

more chronic and diffuse, usually not directed at someone

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9
Q

surface acting anger

A

showing anger that is not truly felt inside

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10
Q

strategic flinch

A

a verbal or physical display of shock, disgust or disbelief made to an opening offer

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11
Q

blowback effect

A

action-reaction cycle that results in genuine anger and diminishes trust in both the negotiator and counterpart

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12
Q

Emotion As Social Information

A

displays of anger can lead to concessions by the counterparty but under certain conditions

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13
Q

conflict adaptivity

A

the capacity to respond to different conflict situations in accordance wirth the demands of the situation

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14
Q

negotiation resilience:

A

the ability of negotiators to cope with difficulties in negotiation

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15
Q

negotiation resilience inventory (NRI)

A

predicts negotiator’s obkective outcomes in mixed-motive business negotiations

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16
Q

self-efficacy

A

a negotiator’s belief in their own negotiation ability

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17
Q

distributive self-efficacy

A

ability to claim resoures effectively

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18
Q

integrative self-efficacy

A

ability to create resources

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19
Q

negative reinforcement/escape behavior

A

increased likelihood of behavior that eliminates or removes an aversive stimulus

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20
Q

emotional contagion

A

other negotiator likely to catch one’s emotional state

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21
Q

emotional stimuli

A

certain phrases evoke emotion in negotiation

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22
Q

process interventions

A

tactics that are interests-based with the goal of moving the counterparty back to interests-based negotiation

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23
Q

tit for tat

A

a behavioral strategy that advises negotiators involved in a social dilemma to act pro-socially initially and then do exactly what the counterparty does in each subsequent interaction

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24
Q

subjective value

A

the perceived quality of negotiation that cannot be easily measured in economic terms

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25
particularism
degree to which a resource has value because of the person or relationship
26
universalism
resources that have value regardless of the relationship
27
concrete resources
tangible goods or services
28
symbolic resources
valued words and actions
29
asymmetrical history
one party benefits at the expense of another
30
trust
the willingness to make oneself vulnerable to another person
31
trust propensity
a negotiator’s belief in other’s trustworthiness
32
deterrence-based trust
based on consistency of behavior → people will follow through on what they promise to do
33
reactance theory
people don’t like their freedom taken away and will act to reassert it
34
knowledge-based trust
grounded in behavioral predictability, occurs when a person has enough information about others to understand them and accurately predict their behavior
35
identification-based trust
grounded in complete empathy with another person’s desires and intentions
36
cognitive route
based on rational and deliberate thoughts and considerations
37
affective route
based on intuition and emotion
38
relationship conflict/emotional conflict
rooted in anger, personality clashes, ego, and tension
39
task conflict/cognitive conflict
depersonalized
40
similarity-attraction effect
people who are similar to each other usually like one another
41
mere exposure effect
the more we are exposed to something, the more we like it
42
propiquity effect
the tendency for people to form friendships or relationships with those they encounter frequently and physically close to them
43
functional distance
how likely people are to interact based on the layout or structure of their environment, not just physical distance. It highlights that frequent contact
44
reciprocity principle
we feel obligated to return in kind what others have offered or given to us
45
schmoozing
casual, friendly conversation—often used to build rapport, create goodwill, or gain social or professional advantages.
46
relational accommodation
occurs when people make economic sacrifices to preserve relationships
47
communal norms:
mandate that we should take care of people we love, respond to their needs and not keep track of who has to put in what
48
exchange norms
state that people should keep track of who has invested in a relationship and be compensated based on their inputs
49
unmitigated communion:
people believe they should be responsive to others’ needs and not assert their own
50
distrust
having negative expectations about another person’s motives
51
suspicion
ambiguity about another person’s motives
52
breach/defection
when one or both people violate the trust that has been built between them
53
dispositional attribution
one that calls into question another person’s character and intention by citing them as the cause of a behavior or incident
54
embedded relationship
when friends and family do business, relationship is more complex
55
myopia
embedded relationships may create myopia if people are reluctant to move beyond their own social networks
56
similarity-attraction effect
negotiators are more likely to make connections when negotiating with people they know and like
57
propinquity effect
the increased likelihood of developing a relationship with someone due to closeness in proximity
58
reciprocity principle
people feel obligated to return in kind what others have offered or given to us
59
potential power
the underlying capacity of the negotiators to obtain benefits from an agreement
60
perceived power
a negotiator”s assessment of each party’s potential power, which may not align with reality
61
power tactics
the behaviors designed to use or change the power relationship
62
realized power
the extent to which negotiators claim benefits from an interaction
63
power
the potential a person holds to influence others successfully
64
primary status characteristics
indicators of legitimate authority
65
secondary status characteristics
cues and characteristics that have no legitimate bearing on the allocation of resources or on the norms of interaction, but nevertheless exert a powerful influence on behavior
66
bad faith bargaining
negotiators who make offers and then either retract them or fail to follow through with them
67
good faith bargaining
people who promise to honor verbal promises
68
bounded rationality
the limits of people to make ethical decisions because they are either unaware of or fail to fully and deliberately process information
69
halo effect
the propensity to believe that people we trust and like are also intelligent and capable
70
forked-tail effect
once we form a negative impression of someone, we tend to view everything else about them in a negative fashion
71
Cost cutting
a way of making the other party feel whole by reducing that party’s costs
72
nonspecific compensation agreement
one negotiator receives what he or she wants, and the other is compensated (or paid) by some method that was initially outside the bounds of the negotiation
73
prevention-focused
desire to avoid bad outcomes and events
74
promotion-focused
desire to attain attractive goals
75
devising seminar
off-the-record facilitated workshop in which key stakeholders in negotiations brainstomr mutually advantageous approaches to their conflict challenges
Orgb 325
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