L5M15 Advanced Negotiation Questions and Answers

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.

Assertive, decisive negotiation styles align withhigh-value, low-risksituations, typically requiring competitive behaviour to maximise value without the complexity of shared risk.

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.

Videoconferencing offers benefits such asscreen sharing,speed and convenience, and the ability to observefacial expressions. However, it limits full body-language assessment and may reduce personal connection compared to face-to-face interactions.

“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.

Not all negotiations need formal rehearsals. Forroutine or low-value supplier interactions, preparation may be minimal. Rehearsals are best suited forstrategic or high-stakesnegotiations involving teams or complex outcomes.

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.

Supplier motivation typicallydeclines mid-contract, once initial enthusiasm fades and before renewal discussions begin. Motivation peaks during negotiation, contract signing, and early delivery when relationships are still being established.

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.

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.

Distributive bargaining treats the deal as a fixed pie: what one party gains, the other loses. It typically uses competitive tactics aimed at claiming value rather than creating it and is closely associated with win–lose outcomes.

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.

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

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.

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.

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.

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.

Power distancegauges how cultures accept unequal power distribution and hierarchy—key to planning authority lines, escalation, and decision-making in cross-cultural negotiations.

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

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.

Awin : perceived winoccurs where apowerful party winssubstantive outcomes while the weaker partybelievesit has also “won,” often due topower asymmetryand framing.

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.

Push tactics emphasise advocacy: using facts, logic, and directive communication to move others. They can deliver short-term compliance and clarity but may limit ownership/commitment compared with pull tactics, which are more involving and collaborative.