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NEW QUESTION # 17
Rationalising is the use of logic, facts, and reason in a negotiation. This is a pull style of influencing. Is this correct?
- A. No - rationalisation relies on personal confidence.
- B. Yes - rationalising influences outcomes by uniting others.
- C. No - rationalising is a push technique which relies on persuasion and leverage.
- D. Yes - rationalising is an inspirational technique.
Answer: C
Explanation:
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.
Reference:CIPS L5M15 -Push vs Pull Influencing Techniques (Domain 3.1).
NEW QUESTION # 18
An inexperienced negotiator may feel that resistance to their position is a personal attack. In this situation, which of the following components of principled negotiation should they refer to?
- A. Separate people from problems
- B. Insist results are based on objective criteria
- C. Devise options for mutual gain
- D. Focus on interests, not positions
Answer: A
Explanation:
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.
Reference:CIPS Level 5, L5M15 - Topic: Principled Negotiation (People vs. Problem).
NEW QUESTION # 19
Using praise or flattery in a negotiation is the use of which of the following tactics?
- A. Exchange
- B. Ingratiation
- C. Personal appeal
- D. Collaboration
Answer: B
Explanation:
Ingratiationinvolves using flattery, praise, or friendliness to increase likability and influence. It's a soft tactic often used to build rapport and reduce resistance before discussing substantive issues.
Reference:CIPS L5M15 -Soft Tactics and Relationship Building (Domain 3.1).
NEW QUESTION # 20
Josh plans to use a Myers-Briggs assessment for junior candidates. What type of test is this?
- A. Personality test
- B. Procurement test
- C. Intelligence test
- D. Competence test
Answer: A
Explanation:
Myers-Briggs Type Indicator (MBTI) profiles personality preferences (e.g., introversion/extraversion). It is not a measure of intelligence or job competence.
Reference:CIPS L5M15 - Assessing people in negotiation contexts: personality tools.
NEW QUESTION # 21
Oscar is joining a negotiation team. His brother is the CEO of the supplier. What behaviour is this an example of?
- A. Conflict of interest
- B. Hidden agenda
- C. False claim
- D. Favouritism
Answer: A
Explanation:
Aconflict of interestarises when personal relationships or financial interests could influence-or appear to influence-professional judgement. It must be declared and managed to maintain ethical integrity.
Reference:CIPS L5M15 -Ethical Behaviour and Conflicts of Interest.
NEW QUESTION # 22
DSA is expanding its procurement team and wants recruits with soft skills useful in procurement. Which of the following are soft skills?Select THREE.
- A. Mathematical capability
- B. Knowledge of local markets
- C. Change management
- D. Influencing
- E. Communication
Answer: C,D,E
Explanation:
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.
Reference:CIPS Level 5, L5M15 - Topic: Soft vs. Hard Skills in Negotiation.
NEW QUESTION # 23
In preparing for a negotiation, an analysis of overall strategy can result in improved tactical planning and a better overall outcome. Is this statement TRUE?
- A. No - tactics are a high-level plan designed to achieve a long-term goal.
- B. Yes - to develop a negotiation strategy you should consult with key stakeholders before deciding on tactics.
- C. No - tactics are achieved following the strategy.
- D. Yes - strategy flows from the tactics.
Answer: B
Explanation:
Developing negotiation strategy requires stakeholder consultation to align the negotiation with organisational objectives. Strategy defines direction; tactics are the methods used to achieve it. Planning strategy first ensures tactics serve long-term goals effectively.
Reference:CIPS L5M15 -Negotiation Strategy and Tactics.
NEW QUESTION # 24
Which of the following areincentivesto increase supplier performance?Select TWO
- A. Service credits
- B. Bonus payments
- C. Pain share
- D. Gain share
Answer: B,D
Explanation:
Gain shareandbonus paymentsare positive incentives that encourage suppliers to perform beyond baseline requirements. Gain share rewards suppliers for creating mutual cost savings or innovation benefits, while bonus payments recognise exceeding service or delivery targets.
In contrast, pain share and service credits are deterrents for underperformance, not motivators.
Reference:CIPS L5M15 -Supplier Performance Incentives and Contractual Mechanisms (Domain 1.3).
NEW QUESTION # 25
In anexploitative authoritativeform of management, which of the following is true?
- A. Motivation is based on threats and decisions are imposed on subordinates.
- B. Motivation is based on rewards and communication is limited.
- C. Responsibility is shared throughout the hierarchy.
- D. Leadership involves trust and teamwork.
Answer: A
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 # 26
Haggling and coercive behaviour can lead to a win-win outcome in a negotiation. Is this true?
- A. Yes - both parties achieve their objectives.
- B. Yes - this is the most effective way to ensure a win-win outcome.
- C. No - a win-win outcome requires both parties to achieve their objectives through a value-creating approach.
- D. No - haggling and coercive behaviour can only lead to a lose-lose outcome.
Answer: C
Explanation:
A true win-win outcome arises when negotiators expand value and align interests so both sides achieve key objectives. Coercion/hard haggling is typically distributive and value-claiming, whichrisks damaging trust and typically does not create the integrative trades needed for win-win agreements.
Reference:CIPS Level 5, L5M15 - Topic: Win-Win vs Win-Lose; Value Creation vs Value Claiming.
NEW QUESTION # 27
To achieve a positive outcome for both parties in a negotiation you should be both honest and open. Is this statement true?
- A. No - you should not be honest with the other party.
- B. Yes - being both honest and open ensures success.
- C. Yes - these are the two most important characteristics for a win-win negotiation.
- D. No - you should not be open with the other party.
Answer: D
Explanation:
CIPS distinguishes betweenhonestyandopenness. Negotiators must always acthonestly(ethical integrity), but openness-disclosing all information-can weaken your position. The key is to balance transparency with confidentiality and strategic discretion.
Reference:CIPS L5M15 -Ethical Negotiation and Information Disclosure (Domain 2.1).
NEW QUESTION # 28
Which of the following isnota cross-cultural factor of negotiation?
- A. Environment
- B. Legal system
- C. Financial and fiscal system
- D. Religion/belief/culture
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 # 29
Explaining the benefit of an option is a soft tactic often used in negotiations. What is this commonly known as?
- A. Inspirational appeal
- B. Apprising
- C. Ingratiation
- D. Consultation
Answer: B
Explanation:
"Apprising" means spelling out how a proposal benefits the other party (e.g., efficiencies, cost savings, risk reduction). It's a classic soft, pull-style tactic that aims to increase willingness by linking options to the counterpart's interests.
Reference:CIPS L5M15 - Negotiation tactics: soft/pull tactics (Apprising).
NEW QUESTION # 30
The negotiation tactic in which a person enters with preconceived ideas and attacks the opposition rather than working toward a wise agreement is known as:
- A. Principled
- B. Win-win
- C. Lose-lose
- D. Positional
Answer: D
Explanation:
Positional bargainingstarts from fixed stances and tends toward adversarial exchanges and concession trading, often impeding creative, interest-based outcomes.
Reference:CIPS L5M15 - Approaches to Negotiation: Positional vs Principled (Domain 2.2).
NEW QUESTION # 31
Under what circumstances would you useparallel workingwith two suppliers?
- A. When the item is a bottleneck item, to reduce risk.
- B. When large orders exceed one supplier's capacity.
- C. When changing supplier, to ensure a smooth transition.
- D. When maintaining good relations with an old supplier.
Answer: C
Explanation:
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.
Reference:CIPS L5M15 -Supplier Transition and Continuity Planning (Domain 1.3).
NEW QUESTION # 32
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CIPS L5M15 Exam Syllabus Topics:
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