CIPS L5M15 Advanced Negotiation Exam Practice Test

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.

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.

In Tuckman’s team development model:Forming → Storming → Norming → Performing → Adjourning/Mourning. “Storming” is the first stage listed here and marks initial conflict as roles and norms form.

Behavioural negotiationemphasisesconstructive influencing behaviours—active listening, empathy, and fairness—to strengthen relationships and achieve sustainable results, rather than adversarial or manipulative approaches.

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.

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.

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.

In Tuckman’s model,stormingfollows forming and features challenge, tension, and testing of roles. Effective leadership and clarity of purpose help teams move intonormingandperforming.

Statement D describes aFunctional Structure, not Human Relations. TheHuman Relations approachemphasises team collaboration, empowerment, and flexible cross-functional working to meet both organisational and social needs.

Gamesmanship/brinkmanshipare aggressive, high-pressure tactics that can harm relationships. They are generally reserved forone-off or transactionalsituations where ongoing relationship quality is not a priority.

“On-time delivery” measures operational performance, not environmental sustainability. Environmental KPIs focus on resource usage, emissions, waste, and biodiversity—measuring environmental impact rather than service metrics.

“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.

Separating people from the problem means you treat the relationship and the substantive issues as distinct. Pushback on a proposal is not a personal attack; it’s part of clarifying interests and criteria. Keeping relationship concerns separate helps maintain respect and reduces defensiveness.

“Principled negotiation” (sometimes called the Harvard method) is built on four pillars: (1) separate people from the problem; (2) focus on interests, not positions; (3) generate options for mutual gain; and (4) use objective criteria. Bob’s focus on creating options for mutual gain signals the principled approach.

The Big Five traits areOpenness, Conscientiousness, Extraversion, Agreeableness, Neuroticism (OCEAN). “Sensitivity” is not one of the five canonical factors.

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.

Following Andrew Cox,relative powerstrongly shapes sourcing outcomes;greater buyer (or supplier) powerenables a moreproactivestance in shaping terms and managing the relationship. Power asymmetry does not automatically preclude close relationships.

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.

“Nuisance” customers in theSupplier Preferencing Matrixare low-value and low-attractiveness accounts. The recommended strategy is to minimise investment of time and resources—maintaining transactional efficiency but avoiding over-engagement.

Effective negotiators adapt betweenpush and pull stylesdepending on context. While push techniques (assertion, logic) can help when cost pressure is key,pull techniques(consulting, inspiring) strengthen relationships and trust—vital for long-term supplier collaboration.

Soft skills are interpersonal and behavioural capabilities that enable effective collaboration and impact, such as communication, influencing, and managing change. Technical/market knowledge and numerical skills are valuable but are classed as hard/technical skills rather than soft skills.

STEEPLE analysis(Social, Technological, Economic, Environmental, Political, Legal, Ethical) helps identify external factors that could create risks or opportunities in procurement. It broadens situational awareness beyond immediate operational issues.

Acting with honesty and integrity safeguards an organisation’s reputation, ensuring public trust and compliance with professional standards. Ethical misconduct, by contrast, risks serious reputational harm and stakeholder distrust.

Rationalisingbelongs to thepush influencing style. It uses logic, facts, and evidence to convince others, leveraging authority or data. It contrasts withpull techniquessuch as inspiring and consulting, which engage others collaboratively.

TheData Cubeis a multi-dimensional framework for presenting data clearly, whileSTEEPLE analysis(Social, Technological, Economic, Environmental, Political, Legal, Ethical) helps analyse the external environment. These tools aid structured preparation for negotiation.

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.