L5M15 Sample Questions Answers

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.

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.

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.

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.

Reciprocated concessionsoccur when both sides trade something of value—such as exchanging discounts for improved terms. This supports balanced negotiation progress and fosters trust.

The six recognisedbases of powerare informational, legitimate, referent, coercive, reward, and expert. Financial power is not classified separately—it can fall under reward or resource power, but not as a formal category.

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.

Sharing warehousing, distribution, or production capacity is characteristic ofoperations and logisticsalliances—aimed at cost leverage, service improvements, and risk sharing in physical operations.

“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.

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

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.

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.

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.

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.

Two core principles are toseparate people from the problemand tofocus on interests rather than positions. (The other two statements are not defining elements of the approach.)

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.

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.

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.

The “Hawthorne effect” suggests performance can improve simply because people know they are being studied/observed—attention and interest from management can boost engagement.

STEEPLE analysis(Social, Technological, Economic, Environmental, Political, Legal, Ethical) helps identify external factors that could create risks or opportunities in procurement. It broadens situational awareness beyond immediate operational issues.

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.

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

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.