Free and Premium CIPS L5M15 Dumps Questions Answers

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.

“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.

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.

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.

According toMendelow’s Stakeholder Matrix, stakeholders withhigh power (importance)butlow interestshould be “kept satisfied.” They need concise, high-level updates to stay informed without excessive detail. Over-communication risks disengagement.

Ahidden agendainvolves unspoken motives or objectives influencing negotiation behaviour. Transparency and open communication help avoid mistrust and unfair advantage.

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.

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.

Constructionprojects often use pain/gain share mechanisms to align contractor performance with client objectives. They balance risk and reward—sharing savings or overruns based on project outcomes.

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.

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.

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.

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.

“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.

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.

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.

The “Pinocchio Effect” refers to identifying deception cues during negotiation—named after the fictional character whose nose grew when he lied. It explores body language and behavioural indicators of dishonesty.

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.

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.

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.

Herzberg identifiedmotivators(e.g., achievement, recognition, responsibility) that increase satisfaction, andhygiene factors(e.g., pay, conditions) that prevent dissatisfaction. Both affect workplace motivation in different ways.

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.

“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.

While alliances can deliver benefits (e.g., shared resources, economies of scale), they also poserisks, notablyconfidentiality issues(data sharing vulnerability) andpotential disputesover governance, profit sharing, or objectives.

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

“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.