L5M15 CIPS Advanced Negotiation Free Practice Exam Questions (2025 Updated)

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.

Negotiation is defined by CIPS as a structured process between two or more parties aiming to reach amutually acceptable agreement. While improving value or terms is often a goal, the essence of negotiation is achieving agreement, not victory over the other side.

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.

“Framing” means shaping how issues and proposals are perceived and interpreted. In negotiation, framing the agenda involves influencing focus and direction early in the discussion, ensuring that key topics are viewed from a preferred perspective. It helps establish a positive or strategic tone for dialogue.

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

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.

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.

Pain/gain share arrangements distribute both upside (gain) and downside (pain) between buyer and supplier, promoting fairness and shared accountability. This shared-risk structure encourages collaboration and continuous improvement.

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.

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.

Soft skills are interpersonal attributes that enable effective collaboration and impact. In the L5M15 context,influencing skillsare highlighted as critical to negotiation and stakeholder engagement, whereas financial acumen, computer skills, and domain knowledge are typically classified as technical/hard skills.

Cross-cultural negotiation factors include social/ethical norms, legal and political systems, business systems, infrastructure, and financial/fiscal systems. “Environment” in the ecological sense is not typically classified by CIPS as a cross-cultural negotiation factor.

Brinkmanship is the tactic of deliberately pushing a negotiation toward the “brink,” using extreme pressure and risk tolerance in pursuit of a decisive concession or outcome. A powerful BATNA can embolden this approach, though it heightens relational and reputational risk.

“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.

In high-value, high-risk partnerships, success depends oncollaboration, trust, and shared goals. Hence,inspiring,consulting, andcollaboratingstyles promote open communication and joint problem-solving.

Primary datais original information gathered firsthand for a specific purpose—such as surveys, interviews, or focus groups. By contrast,secondary datacomes from existing sources. A survey, therefore, is an appropriate primary data-gathering tool.

Physiologicalneeds (air, water, food, rest) sit at the base of Maslow’s pyramid. Higher-order needs (safety, belonging, esteem, self-actualisation) become salient once lower levels are reasonably satisfied.

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.