Tests and analyze the results. Test “Do you know how to conduct business negotiations? Negotiation Test
To live in a society, it is not at all necessary to possess the qualities necessary for diplomats. But some ability to negotiate facilitates relationships with other people, and if you are already engaged in an enterprising economy, then the ability to win over a client, choose the tone of the conversation, and find the right and convincing argument to support your arguments can be decisive in concluding important transactions. The proposed test allows you to understand, although approximately, whether you have these abilities.
Give a spontaneous, but still the most correct answer, choosing between "yes" and "no" depending on your usual behavior or way of thinking.
1. Are you surprised by the reactions of people you meet for the first time?
2. Do you have a habit of finishing sentences for others because you think you know what they will say?
3. Do you often complain that you are not created suitable conditions so you can complete your work?
4. Do you object, or at least have such an intention, when an opinion that you share or a collective to which you belong is criticized?
5. Can you imagine what you will be doing in the next 6 months?
6. Do you try not to reveal your point of view in a meeting where you don't know all the participants?
7. Do you think that in all negotiations there is always a winner and a loser?
8. Do people talk about you that you are stubborn and stubborn?
9. Do you think that in negotiations where you need to achieve 5, you should start with a request for 10?
10. Do you find it difficult to hide your bad mood when you play with friends (for example, chess) and lose?
11. Do you find it necessary to respond point by point to someone who expresses an opinion in a meeting that differs from yours?
12. Is it unpleasant for you to often change the type of activity?
13. Do you feel your position (or proposed) position and salary are what you deserve?
14. Do you think that it is permissible to use the weaknesses of others to achieve your goals?
15. Are you sure that you can easily find arguments to convince others of your right to insist on your own?
16. Do you carefully prepare for upcoming meetings and meetings?
Counting results. Record one point for each answer that matches the following:
1. No 5. Yes 9. No 13. Yes
2. No 6. No 10. Yes 14. No
3. No 7. No 11. Yes 15. No
4. No 8. Yes 12. Yes 16. No
From 0 to 5 points. You are not born to negotiate. It is best for you to do work in which the other person makes decisions and copes with problems.
6 to 11 points. You know how to negotiate. But for you there is a danger to show imperious traits of character at the wrong moment. Known self-improvement in the art of negotiation will not hurt.
12 to 16 points. You are good at negotiations. But be careful: the people around you may think that something dishonest lies behind this dexterity, that you are using illegal means.
1. Are you surprised by the reactions of people you meet for the first time?
2. Do you have a habit of finishing the phrases started by your interlocutor, because it seems to you that you guessed his thought, but he speaks too slowly?
3. Do you often complain that you are not given everything you need to successfully complete the work assigned to you?
4. When people criticize an opinion you share or a team you work for, do you object (or at least feel like it)?
5. Can you predict what you will be doing in the next 6 months?
6. If you get into a meeting where there are people you don't know, do you try to hide your opinion on the issues being discussed?
7. Do you think that in any negotiation, someone always wins and someone always loses?
8. Do people say about you that you are stubborn and die-hard?
9. Do you think that in negotiations you should always ask for twice what you want to get in the end?
10. Do you find it difficult to hide your bad mood, for example, when you play cards and lose?
11. Do you consider it necessary to object on all points to the one who at the meeting expressed an opinion opposite to yours?
12. Are you uncomfortable with frequent changes in activities?
13. Did you get the position and salary that you set out for yourself a few years ago?
14. Do you consider it acceptable to use the weaknesses of others to achieve your goals?
15. Are you sure that you can easily find arguments that can convince others that you are right?
16. Do you prepare diligently for meetings and meetings in which you are to take part?
Answers
Record yourself one point for each answer that matches the data below:
| 1, 2, 3, 4, 6, 7, 9, 14, 15, 16 - no | 5, 8, 10, 11, 12, 13 - yes |
0-5 points - You are not born to negotiate. Your best bet is to find a job where you don't have to.
6-11 points - You are good at negotiating, but there is a danger that you will show the power of your character at the most inopportune moment. You should start improving your skills in this area, and most importantly, learn to firmly control yourself.
12–16 points - You are always very good at negotiating. But be careful! People around you may think that dishonesty is hiding behind this dexterity and it is better to stay away from you. And such an opinion is not good!
Test 2. "How to conduct business negotiations?"
1. During negotiations, what do you insist on?
a) by agreement
b) on his decision;
c) on the use of objective criteria when choosing a solution.
2. Do you strive for a single solution during negotiations?
a) strive for a single answer acceptable to both parties;
b) I strive for the only solution that is acceptable to me;
c) there are many options to choose from.
3. Do you make concessions for the sake of an agreement or demand advantages?
a) put up with unilateral losses in order to reach an agreement;
b) I demand unilateral advantages as a reward for the agreement;
c) I think over the possibility of mutual benefit.
4. When negotiating, do you set a "bottom line" - i.e. the result of the negotiations, expressed as the worst possible option?
a) I open my “lower border”;
b) I hide my “lower border”;
c) I do not set a "lower bound".
5. Do you make offers or threats during negotiations?
a) resort to threats;
b) study the interests of the parties;
c) make suggestions.
6. Do you change your positions during negotiations?
a) easily change positions;
b) firmly adhere to the intended positions;
c) focus on benefits, not positions.
7. During negotiations, do you trust the participants?
c) act regardless of trust or distrust.
8. Are you demanding in your approach to negotiators and decisions?
c) I try to be soft to the negotiators and demanding decisions.
9. Do you make concessions during negotiations in order to preserve the relationship?
a) I give in for the sake of maintaining the relationship;
b) I demand concessions as a condition for continuing the relationship;
c) I separate the dispute between people from the solution of the problem of negotiations.
Answers
If your answers are "a"- your negotiating style is compliance, and the goal of negotiations is agreement.
If you have more "b" answers - your negotiation style – hardness, pressure. The goal of the negotiations is only victory, and one-sided, only on your part.
If more answers are "in" - your negotiation style – cooperation. The goal is mutually beneficial solutions.
Give yourself points from 1 to 5 and write them down next to each question (this must be done correctly and objectively). Do not be afraid to put extreme estimates. Ratings mean: 1 - no, it doesn't happen;
2 - no, as a rule, this does not happen; 3 - uncertain estimate;
4 - yes, as a rule, it happens; 5 - yes, it always happens.
1. I give orders to subordinates even if there is a danger that if they are not fulfilled, they will criticize me.
2. I always have a lot of ideas and plans.
3. I listen to the comments of others.
4. I mostly succeed in making logically correct arguments in discussions.
5. I set up employees to solve their problems on their own.
6. If I am criticized, then I defend myself, no matter what.
7. When other people give their reasons, I always listen.
8. In order to hold some kind of event, I have to make plans in advance.
9. I mostly admit my mistakes.
10. I offer alternatives to others' suggestions.
11. I protect those who have difficulties.
12. I express my thoughts with maximum persuasiveness.
13. My enthusiasm is contagious.
14. I take into account the point of view of other people and try to reflect it in the draft decision.
15. Usually I insist on my point of view and on my hypotheses.
16. I listen with understanding and aggressive counterarguments.
17. I express my thoughts clearly.
18. I always admit that I do not know something.
19. I vigorously defend my views.
20. I try to develop other people's ideas as if they were mine.
21. I always think over what others could answer this or that question, and I look for arguments.
22. I help people with advice on how to organize their work.
23. Being carried away by my projects, my work plans for the future, I usually do not get interested in other people's plans.
24. I also listen to those people who have a point of view that differs from mine.
25. If someone disagrees with my project, I look for new ways.
26. I use every means to get people to agree with me.
27. I speak openly about my hopes, fears and personal difficulties.
28. I always find an opportunity to organize support for my projects.
29. I understand other people's feelings.
30. I try to express my thoughts more than listen to others.
31. Before defending myself, I listen carefully to criticism.
32. I express my thoughts systematically.
33. I give others the opportunity to express their point of view.
34. I carefully follow the contradictions in other people's reasoning.
35. I change my point of view in order to show others that I follow their thoughts.
36. As a rule, I do not interrupt anyone.
37. I don't pretend to be sure of my point of view if I'm not.
38. I spend a lot of energy trying to convince others how they need to do the right thing.
39. I speak emotionally to inspire people to work.
40. I strive to ensure that those who rarely ask for the floor are also active in summarizing the results.
Result
Sum up the scores you gave against statements 1.3,
5. 7, 9, 11, 14, 16, 18, 20, 22, 24, 27, 29, 31, 33, 35, 36, 37 and 40, and denote the amount by A (it is in the range from 20 to 100 ). To get the sum B, add points to statements 2, 4,
6. 8, 10, 12, 13, 15, 17, 19, 21, 23, 25, 26, 28, 30, 32, 34, 38 and 39. This value should also be between 20 and 100.
The test results show whether your behavior in meetings is diplomatic or authoritarian.
If sum A is at least ten points higher than sum B, then you are a good diplomat.
If sum B is at least ten points greater than sum A, then you are leading the discussion in an authoritarian, imperious and unceremonious manner.
If both sums differ by less than ten points, then your behavior does not receive an unambiguous assessment in the team. It can be either positive or negative, depending on the circumstances.
Let's say your behavior style is uniquely determined using this test. In this case diplomatic style means that you have a desire to take into account the opinions of others and make sure that your ideas are consistent with the ideas of other employees. At the same time, compromises are inevitable, but the meeting participants are convinced that there is their contribution to the decision-making, that their cooperation is not indifferent to you as a leader.
Some participants of the meeting strive to "slip" their projects, act assertively. Meeting partners rarely get a chance to speak. With such an authoritarian conduct of the meeting, the leader confidently holds the reins of government, submits many proposals, reports new information, formulates his opinion categorically, without allowing objections, does not achieve universal agreement, does not seek the support necessary for its implementation.
The choice of how to behave depends on the goals set, as well as on the specific situation in which you will conduct a particular meeting or conversation. Diplomacy in communication is appropriate in the following cases:
Enough time to discuss all the arguments;
The decision will be successfully implemented only when it is recognized by all participants in the discussion;
Meeting participants understand the problem and know the options for resolving it;
Great disagreements arose, and it is necessary to convince those who disagree of the correctness of the decision being made.
Authoritarian behavior it is permissible if, for some reason, it is impossible to turn to the help of partners either in a creative discussion, consideration of this issue, or in its subsequent decision. This happens when you need to make a decision as soon as possible.
Psychologists working in enterprises confirm that both behavioral styles - diplomatic and authoritarian - can lead to success. However, the authoritarian conduct of the meeting should be considered an undesirable exception, especially if you have to work with its participants further. Otherwise, no diplomacy will help you in the future.
Give yourself points from 1 to 5 and write them down next to each question (this must be done correctly and objectively). Do not be afraid to put extreme estimates. Ratings mean:
1 - no, it does not happen;
2 - no, as a rule, this does not happen;
3 - uncertain estimate;
4 - yes, as a rule, it happens;
5 - yes, it always happens.
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1. I give orders to subordinates even if there is a danger that if they are not fulfilled, they will criticize me.
2. I always have a lot of ideas and plans.
3. I listen to the comments of others.
4. I mostly succeed in making logically correct arguments in discussions.
5. I set up employees to solve their problems on their own.
6. If I am criticized, then I defend myself, no matter what.
7. When other people give their reasons, I always listen.
8. In order to hold some kind of event, I have to make plans in advance.
9. I mostly admit my mistakes.
10. I offer alternatives to others' suggestions.
11. I protect those who have difficulties.
12. I express my thoughts with maximum persuasiveness.
13. My enthusiasm is contagious.
14. I take into account the point of view of other people and try to reflect it in the draft decision.
15. Usually I insist on my point of view and on my hypotheses.
16. I listen with understanding and aggressive counterarguments.
17. I express my thoughts clearly.
18. I always admit that I do not know something.
19. I vigorously defend my views.
20. I try to develop other people's ideas as if they were mine.
21. I always think over what others could answer this or that question, and I look for arguments.
22. I help people with advice on how to organize their work.
23. Being carried away by my projects, my work plans for the future, I usually do not get interested in other people's plans.
24. I also listen to those people who have a point of view that differs from mine.
25. If someone disagrees with my project, I look for new ways.
26. I use every means to get people to agree with me.
27. I speak openly about my hopes, fears and personal difficulties.
28. I always find an opportunity to organize support for my projects.
29. I understand other people's feelings.
30. I try to express my thoughts more than listen to others.
31. Before defending myself, I listen carefully to criticism.
32. I express my thoughts systematically.
33. I give others the opportunity to express their point of view.
34. I carefully follow the contradictions in other people's reasoning.
35. I change my point of view in order to show others that I follow their thoughts.
36. As a rule, I do not interrupt anyone.
37. I don't pretend to be sure of my point of view if I'm not.
38. I spend a lot of energy trying to convince others how they need to do the right thing.
39. I speak emotionally to inspire people to work.
40. I strive to ensure that those who rarely ask for the floor are also active in summarizing the results.
Result
So, you put down points for each item. Now add up the scores you gave against questions no. amount through "A". Add points to statements #2, 4, 6, 8, 10, 12, 13, 15, 17, 19, 21, 23, 25, 26, 28, 30, 32, 34, 38 and 39 to get the "B" sum .
The test results show whether your behavior in meetings is diplomatic or authoritarian.
If the amount "A" is at least 10 points higher than the amount "B", then you are a good diplomat. If the sum "B" is at least 10 points higher than the sum "A", then you are leading the discussion in an authoritarian, imperious and unceremonious manner. If both sums differ by less than 10 points, then your behavior does not receive an unambiguous assessment in the team. It can be either positive or negative, depending on the circumstances.
Let's say your behavior style is uniquely determined using this test. In this case diplomatic style means that you have a desire to take into account the opinions of others and make sure that your ideas are consistent with the ideas of other employees. At the same time, compromises are inevitable, but the meeting participants are convinced that there is their contribution to the decision-making, that their cooperation is not indifferent to you as a leader.
Some participants in the negotiations are trying to push their projects through and are acting assertively. Meeting partners rarely get a chance to speak. With this authoritarian conduct of the meeting, the leader confidently holds the reins, submits many proposals, reports new information, formulates his opinion categorically without objection, does not seek universal agreement, does not seek support.
The choice of how to behave depends on the goals set, as well as on the specific situation in which you will conduct a particular meeting or conversation. Diplomacy in communication is appropriate in the following cases:
Enough time to discuss all the arguments;
The decision will be successfully implemented only when it is recognized by all participants in the discussion;
Meeting participants understand the problem and know the options for resolving it;
Great disagreements arose, and it is necessary to convince those who disagree of the correctness of the decision being made.
Authoritarian behavior it is permissible if for some reason it is impossible to turn to the help of partners either in a creative discussion or in its subsequent decision. This happens when you need to make a decision as soon as possible.
Psychologists working in enterprises confirm that both behavioral styles - diplomatic and authoritarian - can lead to success. However, authoritarian negotiation can lead to undesirable consequences, especially if you have to work with its participants further. Learn to feel the situation and people, analyze what is happening and calculate the consequences of your decisions. The best negotiator is a person who combines both styles of behavior depending on the situation.
Give yourself points from 1 to 5 and write them down next to each question (this must be done correctly and objectively). Do not be afraid to put extreme estimates. Ratings mean: 1 - no, it doesn't happen;
2 - no, as a rule, this does not happen; 3 - uncertain estimate;
4 - yes, as a rule, it happens; 5 - yes, it always happens.
1. I give orders to subordinates even if there is a danger that if they are not fulfilled, they will criticize me.
2. I always have a lot of ideas and plans.
3. I listen to the comments of others.
4. I mostly succeed in making logically correct arguments in discussions.
5. I set up employees to solve their problems on their own.
6. If I am criticized, then I defend myself, no matter what.
7. When other people give their reasons, I always listen.
8. In order to hold some kind of event, I have to make plans in advance.
9. I mostly admit my mistakes.
10. I offer alternatives to others' suggestions.
11. I protect those who have difficulties.
12. I express my thoughts with maximum persuasiveness.
13. My enthusiasm is contagious.
14. I take into account the point of view of other people and try to reflect it in the draft decision.
15. Usually I insist on my point of view and on my hypotheses.
16. I listen with understanding and aggressive counterarguments.
17. I express my thoughts clearly.
18. I always admit that I do not know something.
19. I vigorously defend my views.
20. I try to develop other people's ideas as if they were mine.
21. I always think over what others could answer this or that question, and I look for arguments.
22. I help people with advice on how to organize their work.
23. Being carried away by my projects, my work plans for the future, I usually do not get interested in other people's plans.
24. I also listen to those people who have a point of view that differs from mine.
25. If someone disagrees with my project, I look for new ways.
26. I use every means to get people to agree with me.
27. I speak openly about my hopes, fears and personal difficulties.
28. I always find an opportunity to organize support for my projects.
29. I understand other people's feelings.
30. I try to express my thoughts more than listen to others.
31. Before defending myself, I listen carefully to criticism.
32. I express my thoughts systematically.
33. I give others the opportunity to express their point of view.
34. I carefully follow the contradictions in other people's reasoning.
35. I change my point of view in order to show others that I follow their thoughts.
36. As a rule, I do not interrupt anyone.
37. I don't pretend to be sure of my point of view if I'm not.
38. I spend a lot of energy trying to convince others how they need to do the right thing.
39. I speak emotionally to inspire people to work.
40. I strive to ensure that those who rarely ask for the floor are also active in summarizing the results.
Result
Sum up the scores you gave against statements 1.3,
5. 7, 9, 11, 14, 16, 18, 20, 22, 24, 27, 29, 31, 33, 35, 36, 37 and 40, and denote the amount by A (it is in the range from 20 to 100 ). To get the sum B, add points to statements 2, 4,
6. 8, 10, 12, 13, 15, 17, 19, 21, 23, 25, 26, 28, 30, 32, 34, 38 and 39. This value should also be between 20 and 100.
The test results show whether your behavior in meetings is diplomatic or authoritarian.
If sum A is at least ten points higher than sum B, then you are a good diplomat.
If sum B is at least ten points greater than sum A, then you are leading the discussion in an authoritarian, imperious and unceremonious manner.
If both sums differ by less than ten points, then your behavior does not receive an unambiguous assessment in the team. It can be either positive or negative, depending on the circumstances.
Let's say your behavior style is uniquely determined using this test. In this case diplomatic style means that you have a desire to take into account the opinions of others and make sure that your ideas are consistent with the ideas of other employees. At the same time, compromises are inevitable, but the meeting participants are convinced that there is their contribution to the decision-making, that their cooperation is not indifferent to you as a leader.
Some participants of the meeting strive to "slip" their projects, act assertively. Meeting partners rarely get a chance to speak. With this authoritarian conduct of the meeting, the leader confidently holds the reins, submits many proposals, reports new information, formulates his opinion categorically, without allowing objections, does not seek universal consent, does not seek the support necessary for its implementation.
The choice of how to behave depends on the goals set, as well as on the specific situation in which you will conduct a particular meeting or conversation. Diplomacy in communication is appropriate in the following cases:
Enough time to discuss all the arguments;
The decision will be successfully implemented only when it is recognized by all participants in the discussion;
Meeting participants understand the problem and know the options for resolving it;
Great disagreements arose, and it is necessary to convince those who disagree of the correctness of the decision being made.
Authoritarian behavior it is permissible if, for some reason, it is impossible to turn to the help of partners either in a creative discussion, consideration of this issue, or in its subsequent decision. This happens when you need to make a decision as soon as possible.
Psychologists working in enterprises confirm that both behavioral styles - diplomatic and authoritarian - can lead to success. However, the authoritarian conduct of the meeting should be considered an undesirable exception, especially if you have to work with its participants further. Otherwise, no diplomacy will help you in the future.
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