When considering a person's reputation in negotiation, which of the following is most true?
A) Reputations don't have much effect on how others deal with them in a negotiation.
B) One's reputation is only important to consider if one is a leader or CEO.
C) Reputations can be easily and rapidly changed.
D) Reputations are formed quickly as a result of firsthand, as well as secondhand,
experiences.
D
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In a learning organization, training is viewed as:
A. a superfluous corporate ritual. B. an investment in the organization's human resources. C. the only driver of continued growth and sustainability. D. the primary means of retaining good employees. E. a tool to minimize organizational anarchy.
In brainstorming, how should the group handle a seemingly outlandish idea?
A) Loudly discourage its originator. B) Welcome it. C) Ask for clarification. D) Ask that it be put in writing.