Free CIPS L5M15 Practice Exam with Questions & Answers | Set: 2

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.

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.

“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.

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.

Holding a meeting at thesupplier’s siteallows the buyer to gain insights into the supplier’s capacity, infrastructure, culture, and quality systems. This firsthand observation strengthens understanding and informs negotiation strategy.

“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.

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.

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.

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.

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.