L5M15 Advanced Negotiation Questions and Answers

Deceptive conduct candamage relationshipsand may expose the agreement torescission for misrepresentation(fraudulent/neglectful untrue statements of fact), potentially rendering the contract voidable. We cannot infer she achieved all objectives or gained respect.

“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.

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.

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.

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.

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.

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.

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.

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.

The Big Five traits areOpenness, Conscientiousness, Extraversion, Agreeableness, Neuroticism (OCEAN). “Sensitivity” is not one of the five canonical factors.

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.

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.

Myers–Briggs Type Indicator (MBTI) profiles personality preferences (e.g., introversion/extraversion). It is not a measure of intelligence or job competence.

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.

Pull tactics engage, involve, and motivate others (e.g., inspiring with vision, inviting joint problem-solving, exploring interests). Push tactics rely on directing, arguing, or asserting with facts and logic. Thus “inspiring” and “negotiating” are pull; “rationalising” and “asserting” are push.

In Tuckman’s model,stormingfollows forming and features challenge, tension, and testing of roles. Effective leadership and clarity of purpose help teams move intonormingandperforming.

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

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.

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.

Expert powerderives from specialised knowledge, experience, or skill. The Technical Design Head, as the specification creator, holds expert authority influencing decisions through technical competence rather than hierarchy.

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.

“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.