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NEW QUESTION # 25
Which of the following isnota cross-cultural factor of negotiation?
- A. Environment
- B. Legal system
- C. Religion/belief/culture
- D. Financial and fiscal system
Answer: A
Explanation:
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.
Reference:CIPS Level 5, L5M15 - Topic: Cross-Cultural Considerations in Negotiation.
NEW QUESTION # 26
For a high-value or high-risk project, which of the following are key actions in negotiation?Select TWO.
- A. Have a win-lose approach to negotiation.
- B. Use ploys and tactics.
- C. Host the meeting at your premises.
- D. Use a multi-disciplinary team.
- E. Prepare thoroughly before the negotiation.
Answer: D,E
Explanation:
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.
Reference:CIPS L5M15 -Negotiation Preparation and Planning for Complex Projects.
NEW QUESTION # 27
Which of the following are examples ofreciprocated concessions?Select TWO
- A. Party A agrees a 2% discount and Party B accepts.
- B. Party A offers a larger delivery, and Party B agrees to pay 50% upfront while Party A waives the delivery charge.
- C. Party A offers a discount for better payment terms.
- D. Party A walks away, and Party B offers a concession to continue talks.
Answer: B,C
Explanation:
Reciprocated concessionsoccur when both sides trade something of value-such as exchanging discounts for improved terms. This supports balanced negotiation progress and fosters trust.
Reference:CIPS L5M15 -Concession Management and Reciprocity in Negotiation (Domain 1.2).
NEW QUESTION # 28
A belief that someone is both highly competent and that they care is an example of which characteristic?
- A. Affection
- B. Distrust
- C. Respect
- D. Trust
Answer: D
Explanation:
Trust in negotiation is built when a counterpart is perceived as both capable (competence) and benevolent (care). Without either dimension, relationships may erode into mere respect or distrust.
Reference:CIPS L5M15 -Building Trust in Supplier Relationships.
NEW QUESTION # 29
In what circumstances would it be acceptable to use gamesmanship and brinkmanship tactics?
- A. For long-term contracts
- B. In international negotiations
- C. Where the relationship is not important
- D. For high-risk products
Answer: C
Explanation:
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.
Reference:CIPS L5M15 - Competitive Tactics: Gamesmanship & Brinkmanship (Domain 2.2).
NEW QUESTION # 30
InHerzberg's Two-Factor Theory, which of the following factors affect motivation?Select TWO
- A. Demotivation factors
- B. Hygiene factors
- C. Fun factors
- D. Motivation factors
Answer: B,D
Explanation:
Herzberg identifiedmotivators(e.g., achievement, recognition, responsibility) that increase satisfaction, and hygiene factors(e.g., pay, conditions) that prevent dissatisfaction. Both affect workplace motivation in different ways.
Reference:CIPS L5M15 -Motivation Theories in Negotiation Contexts (Domain 3.2).
NEW QUESTION # 31
A combination of which two behaviours fails to establish effective buyer-supplier relationships and can lead to aggressive negotiation tactics?
- A. Warm
- B. Soft
- C. Cold
- D. Tough
Answer: C,D
Explanation:
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.
Reference:CIPS L5M15 -Influencing Behaviour Grid (Warm/Cold vs Tough/Soft, Domain 1.2).
NEW QUESTION # 32
Which of the following behaviours can lead to a breakdown in trust because of the perceived lack of honesty?
Select TWO
- A. Favouritism
- B. Lack of a fixed agenda
- C. Using hardball negotiation techniques
- D. Exaggerated claims
Answer: A,D
Explanation:
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.
Reference:CIPS L5M15 - Ethics, Trust & Relationship Risks (Domain 2.1).
NEW QUESTION # 33
Which of the following stages in group development comesfirst?
- A. Norming
- B. Performing
- C. Mourning
- D. Storming
Answer: D
Explanation:
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.
Reference:CIPS L5M15 -Team Dynamics: Tuckman's Stages (Domain 3.1).
NEW QUESTION # 34
Dominic has reached a deadlock. He shifts focus to what happens if both parties cannot agree. What tactic is Dominic using?
- A. Framing the agenda
- B. Take it or leave it
- C. BATNA
- D. The nibble
Answer: A
Explanation:
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.
Reference:CIPS L5M15 -Framing Agendas and Issue Management (Domain 1.2).
NEW QUESTION # 35
Research by Meredith Belbin into team roles and predicting success showed that the most successful teams had which of the following characteristics?
- A. A successful team needs highly intelligent people.
- B. A successful team should have nine people.
- C. A successful team requires different people to play different roles.
- D. A successful team must have a clear leader.
Answer: C
Explanation:
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.
Reference:CIPS L5M15 -Team Roles and Effectiveness(Belbin's Team Role Theory).
NEW QUESTION # 36
In anexploitative authoritativeform of management, which of the following is true?
- A. Responsibility is shared throughout the hierarchy.
- B. Leadership involves trust and teamwork.
- C. Motivation is based on threats and decisions are imposed on subordinates.
- D. Motivation is based on rewards and communication is limited.
Answer: C
Explanation:
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.
Reference:CIPS L5M15 -Leadership Models and Motivation (Domain 3.2).
NEW QUESTION # 37
Bob is preparing for a negotiation with an important potential business partner. His approach is to devise options for mutual gain before deciding what to do. Which approach to negotiation is Bob taking?
- A. Positional
- B. Hardball
- C. Playing hard to get
- D. Principled
Answer: D
Explanation:
"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.
Reference:CIPS Level 5, L5M15 - Topic: Approaches to Negotiation (Principled/Interest-based Negotiation).
NEW QUESTION # 38
Robert and Debbie want to formalise a business relationship and share resources to deliver a high-risk, high- value project. What type of relationship should they seek?
- A. Preferred supplier
- B. Arm's-length relationship
- C. Strategic alliance
- D. Strategic partnership
Answer: D
Explanation:
Astrategic partnershipis a formal, high-involvement relationship with shared resources and joint governance-appropriate where risk/value is high and close collaboration is essential. Strategic alliances can be looser and not always resource-sharing.
Reference:CIPS L5M15 - Relationship types and suitability (high risk/high value).
NEW QUESTION # 39
What is meant by thePower Approachto negotiation?
- A. Inequality of power is a barrier to close relationships
- B. Relationships based on power should be discouraged
- C. More relative power means the negotiator can be proactive rather than reactive
- D. Agreements are made on mutual interest
Answer: C
Explanation:
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.
Reference:CIPS L5M15 - The Power Perspective in Buyer-Supplier Relationships (Domain 2.2).
NEW QUESTION # 40
Which of the following is a soft skill that is important in procurement and supply?
- A. Computer skills
- B. Knowledge
- C. Financial acumen
- D. Influencing skills
Answer: D
Explanation:
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.
Reference:CIPS L5M15 - Communication & Interpersonal Skills / Soft vs Hard Skills (Domain 3.1).
NEW QUESTION # 41
A manager identifies an issue and discusses it with the team, taking on board their input. Which leadership strategy is this?
- A. Consulting
- B. Telling
- C. Joining
- D. Selling
Answer: A
Explanation:
Consulting leadershipinvolves engaging team members in decision-making, valuing their input before implementing actions. It encourages ownership, trust, and collaboration-sitting between directive and participative styles.
Reference:CIPS L5M15 -Leadership Styles in Team Negotiation (Domain 3.2).
NEW QUESTION # 42
Which of the following is a disadvantage of apositionalapproach to negotiation?Select TWO.
- A. Individuals can become rigid and entrenched.
- B. It allows for little flexibility.
- C. It allows the other party to know what you wish to achieve.
- D. It always leads to a win-lose outcome.
Answer: A,B
Explanation:
Positional bargaining starts with fixed opening stances and trades concessions from those stances. This often reduces flexibility and can make participants defensive or entrenched, inhibiting creativity and joint problem- solving.
Reference:CIPS L5M15 - Approaches to negotiation: Positional vs Principled.
NEW QUESTION # 43
Holding a meeting is the best way to communicate outcomes of negotiation withKey Playerstakeholders. Is this correct?
- A. Yes - key players need to receive regular communication.
- B. No - you should not over-communicate with key players.
- C. No - key players have a lot of power and won't have time for meetings.
- D. Yes - this is a good way to engage their active support.
Answer: D
Explanation:
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.
Reference:CIPS L5M15 -Stakeholder Mapping and Communication Methods (Domain 1.3).
NEW QUESTION # 44
Why is it important to build rapport during a negotiation?
- A. It allows you to deviate from the agenda.
- B. It is a hard influencing technique that will help secure the desired outcome.
- C. It demonstrates power and influence in the negotiation.
- D. It is the process of building a relationship of mutual trust and understanding.
Answer: D
Explanation:
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.
Reference:CIPS Level 5, Advanced Negotiation (L5M15) - Topic: Building Rapport (Communication and Interpersonal Skills).
NEW QUESTION # 45
Principled Negotiation is an approach that attempts to achieve what outcome?
- A. The other party concedes on all items
- B. Win-lose
- C. The quickest outcome
- D. Win-win
Answer: D
Explanation:
Principled (interest-based) negotiation aims tocreate valueand reachmutual gainby separating people from problems, focusing on interests, generating options, and applying objective criteria-hallmarks of win-win.
Reference:CIPS L5M15 - Principled/Interest-Based Negotiation (Domain 2.2).
NEW QUESTION # 46
According to Maslow's hierarchy of needs, which is the most basic human need?
- A. Physiological
- B. Safety
- C. Emotional
- D. Belonging
Answer: A
Explanation:
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.
Reference:CIPS L5M15 - Motivation theories applied to negotiation.
NEW QUESTION # 47
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