CIPS L5M15 Advanced Negotiation Exam Practice Test

In negotiation, rapport is about creating a foundation of mutual trust, respect, and understanding so that information flows more freely, misinterpretations are reduced, and collaborative problem-solving becomes easier. Strong rapport supports effective communication and smoother movement toward agreement.

When stakeholders holdhigh poweror influence, communication should bedirect and engaging, ensuring clarity and accountability.

Face-to-faceteam meetingsallow discussion and immediate feedback, whileemailsprovide documented communication. Noticeboards and website articles are better suited for lower-power or external audiences.

High-risk or high-value negotiations require thorough preparation—understanding goals, alternatives, and stakeholder expectations—and often benefit from a cross-functional team bringing varied expertise. This improves quality of analysis and decision-making.

ABusiness Needs Analysis (BNA)identifies what the organisation requires from a contract or supplier before negotiation. Typical key criteria includebudget(cost constraints),timescales(delivery or project duration), andquality(performance expectations). These factors form measurable negotiation objectives and KPIs.

Two core principles are toseparate people from the problemand tofocus on interests rather than positions. (The other two statements are not defining elements of the approach.)

Pressure tacticsare categorised as “hard” negotiation behaviours. They apply coercion or authority to gain compliance. In contrast, tactics such as collaboration, inspirational appeal, and rational persuasion are “soft” and relationship-oriented.

“Warm and tough” means balancing firmness on issues with respect and empathy in style. Confidence and assertiveness maintain authority while preserving positive tone—ideal for collaborative negotiation.

Key playersin Mendelow’s Stakeholder Matrix (high power, high interest) must beactively engagedand involved in important decisions. Meetings are an effective way to build commitment, gain input, and secure their ongoing support.

CIPS emphasises proportionate risk management.Low-impact/low-probability risksshould bemonitored or accepted, while high-impact or high-probability risks should be mitigated or eliminated. Attempting to remove all risks wastes resources.

Distributive bargaining treats the deal as a fixed pie: what one party gains, the other loses. It typically uses competitive tactics aimed at claiming value rather than creating it and is closely associated with win–lose outcomes.

Conscious incompetencemeans recognising a skill gap—you understand what’s required but haven’t yet mastered it. It’s the second stage in the four-stage competence model: (1) Unconscious incompetence → (2) Conscious incompetence → (3) Conscious competence → (4) Unconscious competence.

Parallel working (or parallel running)is used when switching suppliers to ensure continuity of supply. Both suppliers operate simultaneously for a transition period until the new supplier demonstrates stability and quality.

Gainsharemechanisms reward suppliers for achieving cost savings, process improvements, or innovation that benefits both parties. By sharing the gains, suppliers are motivated to propose creative solutions.

Framinginvolves guiding attention toward specific consequences or perspectives. By emphasising the outcome of no agreement, Dominic reframes the discussion around the implications of failure, potentially prompting reconsideration.

A clear agenda maintains structure, ensures that important issues are discussed, and prevents digression. It keeps discussions focused and efficient, though overly rigid agendas can limit responsiveness to opportunities.

Assertive, decisive negotiation styles align withhigh-value, low-risksituations, typically requiring competitive behaviour to maximise value without the complexity of shared risk.

“Skunkworks” refers to a small, independent unit within an organisation that focuses on innovation and experimental projects. It operates with autonomy and minimal bureaucracy, often outside the main corporate structure, to accelerate development.

Holding a meeting at thesupplier’s siteallows the buyer to gain insights into the supplier’s capacity, infrastructure, culture, and quality systems. This firsthand observation strengthens understanding and informs negotiation strategy.

CIPS distinguishes betweenhonestyandopenness. Negotiators must always acthonestly(ethical integrity), butopenness—disclosing all information—can weaken your position. The key is to balance transparency with confidentiality and strategic discretion.

Acold(detached) andtough(adversarial) style discourages collaboration and may escalate conflict. CIPS categorises influencing behaviour across two dimensions—warm vs cold and tough vs soft—with “cold and tough” seen as destructive.

Behaviours thatundermine honesty(e.g.,exaggerated claimsandfavouritism) erode credibility and trust in negotiations. Hardball techniques can be competitive but are not inherently dishonest; lack of a fixed agenda affects structure, not honesty.

Reciprocated concessionsoccur when both sides trade something of value—such as exchanging discounts for improved terms. This supports balanced negotiation progress and fosters trust.

Meredith Belbin’s research found that high-performing teams have a balanced mix of complementary roles rather than simply highly skilled individuals. The nine Belbin roles (e.g., Plant, Coordinator, Implementer, Completer Finisher) reflect diverse strengths that, when combined, improve overall team performance.

Underexploitative authoritativemanagement (Rensis Likert model), leaders rely onfear and punishmentto control subordinates. Communication is top-down and trust is minimal—contrasting with participative or consultative styles.

Awin : perceived winoccurs where apowerful party winssubstantive outcomes while the weaker partybelievesit has also “won,” often due topower asymmetryand framing.

In CIPS terms,crowdsourcingmeans collecting information or opinions from a large group via digital platforms. It can be useful forresearching suppliers, validating performance, and benchmarking reputations before negotiations.