Negotiation with difficult people

1. What is an effective strategy for negotiating with difficult people?

• -Scream and lose patience

• -Ignoring the other person and not listening to their arguments

• -Stay calm and control your emotions

2. What should be avoided when negotiating with difficult people?

• -Take criticism personally

• -Be flexible and adapt to the other person's demands

• -Accept all proposals without questioning them

• -To say "No" and try another day

3. What is an effective technique for dealing with aggressive people during a negotiation?

• -Ignoring the person and not responding to their provocations

• -Respond with aggression and confrontation

• -Stay calm and composed

4.What should be done before negotiating with a difficult person?

• -Not preparing and relying on improvisation

• -Prepare, research and prepare your objectives

• -Avoid any type of prior communication

5. Are they people capable of thinking critically, evaluating evidence and reaching conclusions based on logic?

• -Rational person

• -Irrational person

• -None of the above

6.This is not a characteristic of a difficult person.

• -Egocentrism

• -Obstinacy

• -Lack of empathy

• -Unhappiness

7.This type of people is recognized in negotiations by lying, hiding information or creating false promises.

• -Competitive people

• -Aggressive people

• -Manipulative people

• -Stubborn people

8.This principles is part of the URY model

• -Separate the person from the problem

• -Focus on interests, not positions

• -Come up with mutually beneficial options

• -All of the above

9.What are "Multifaceted strategies"?

• -Are those that use a combination of different approaches to achieve an objective.

• -They serve to be able to manipulate the person whenever and wherever you want.

• -It is useless since it is only used if it is two people.

10.When is it appropriate to walk away from a negotiation?

• -When it is determined that satisfactory objectives cannot be achieved

• -When there are still options to achieve a mutually beneficial agreement

• -When withdrawal could damage your reputation or image

• -When the negotiation is of great strategic or financial importance