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質問 # 41
Dominic has reached a deadlock. He shifts focus to what happens if both parties cannot agree. What tactic is Dominic using?
- A. The nibble
- B. BATNA
- C. Take it or leave it
- D. Framing the agenda
正解：D
解説：
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.
Reference:CIPS L5M15 -Framing Agendas and Issue Management (Domain 1.2).
質問 # 42
Principled Negotiation is an approach that attempts to achieve what outcome?
- A. The other party concedes on all items
- B. Win-win
- C. The quickest outcome
- D. Win-lose
正解：B
解説：
Principled (interest-based) negotiation aims tocreate valueand reachmutual gainby separating people from problems, focusing on interests, generating options, and applying objective criteria-hallmarks of win-win.
Reference:CIPS L5M15 - Principled/Interest-Based Negotiation (Domain 2.2).
質問 # 43
Procurement or contract risk can come in many forms. A STEEPLE analysis can provide awareness of potential risk factors. Which of the following factors are included within a STEEPLE analysis?
- A. Legitimate, ethical, economic
- B. Ergonomic, technological, political
- C. Social, time, environment
- D. Legal, ethical, political
正解：D
解説：
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.
Reference:CIPS L5M15 -Environmental Scanning and Risk Awareness: STEEPLE Model (Domain 2.1).
質問 # 44
Which of the following isnota personality characteristic in the OCEAN "Big Five" model?
- A. Agreeableness
- B. Sensitivity
- C. Neuroticism
- D. Openness
正解：B
解説：
The Big Five traits areOpenness, Conscientiousness, Extraversion, Agreeableness, Neuroticism (OCEAN)
. "Sensitivity" is not one of the five canonical factors.
Reference:CIPS L5M15 - Individual differences and Big Five personality traits.
質問 # 45
Which sentence about theHuman Relations approachto company structure isnot true?
- A. It uses flatter organisational structures with decentralised authority.
- B. Tasks are grouped together by their common nature or task focus.
- C. It allows for cross-functional teams and empowerment.
- D. Teams work to create synergies and fulfil social needs.
正解：B
解説：
Statement D describes aFunctional Structure, not Human Relations. TheHuman Relations approach emphasises team collaboration, empowerment, and flexible cross-functional working to meet both organisational and social needs.
Reference:CIPS L5M15 -Organisational Structures and Human Relations Theory (Domain 3.2).
質問 # 46
Explaining the benefit of an option is a soft tactic often used in negotiations. What is this commonly known as?
- A. Ingratiation
- B. Inspirational appeal
- C. Apprising
- D. Consultation
正解：C
解説：
"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).
質問 # 47
Josh plans to use a Myers-Briggs assessment for junior candidates. What type of test is this?
- A. Intelligence test
- B. Competence test
- C. Procurement test
- D. Personality test
正解：D
解説：
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.
質問 # 48
Peter is negotiating with a supplier and is not concerned about the outcome because he has a strong alternative. The line of legitimacy has been crossed and it is acceptable in his company that he wins "at any cost." He is willing to push the negotiation to extremes to achieve the desired result. Which of the following best describes Peter's tactic?
- A. Gamesmanship
- B. Distributive bargaining
- C. Brinkmanship
- D. Ploys
正解：C
解説：
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.
Reference:CIPS Level 5, L5M15 - Topic: Negotiation Tactics and Power (Brinkmanship).
質問 # 49
Which of the following models would you use forsupplier preferencing?
- A. SWOT
- B. Relationship Spectrum
- C. Kraljic
- D. Five Forces
正解：C
解説：
TheKraljic Matrixis used to assess procurement categories and supplier relationships based onvalue and risk
, helping buyers tailor their negotiation and relationship management strategies.
Reference:CIPS L5M15 -Supplier Preferencing & Portfolio Models (Domain 1.2).
質問 # 50
Oscar is joining a negotiation team. His brother is the CEO of the supplier. What behaviour is this an example of?
- A. Hidden agenda
- B. False claim
- C. Favouritism
- D. Conflict of interest
正解：D
解説：
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.
質問 # 51
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. No - rationalising is a push technique which relies on persuasion and leverage.
- C. Yes - rationalising influences outcomes by uniting others.
- D. Yes - rationalising is an inspirational technique.
正解：B
解説：
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).
質問 # 52
Every negotiation requires a rehearsal. Is this statement TRUE?
- A. Yes - every negotiation should be rehearsed.
- B. No - only high-risk negotiations require rehearsals.
- C. Yes - you are more likely to fail if not rehearsed.
- D. No - routine negotiations do not require rehearsals.
正解：D
解説：
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.
Reference:CIPS L5M15 -Negotiation Planning and Rehearsal (Domain 1.1).
質問 # 53
Georgia is entering into a negotiation with a supplier she knows well. Her manager asks that she "frame the agenda" at the beginning of the meeting. What does this mean?
- A. Explain the purpose of the meeting at the beginning.
- B. State the agenda first and do not deviate from it.
- C. Use a persuasive style of negotiation.
- D. Shift the focus of the meeting in a certain direction.
正解：D
解説：
"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.
Reference:CIPS L5M15 -Section: Framing Agendas and Perception Management.
質問 # 54
Which of the following areadvantagesof videoconferencing?Select THREE
- A. It is convenient and quick.
- B. It results in better outcomes than face-to-face meetings.
- C. You can fully analyse the body language of the other party.
- D. Negotiators can watch facial expressions of the other party.
- E. Participants can share screens.
正解：A、D、E
解説：
Videoconferencing offers benefits such asscreen sharing,speed and convenience, and the ability to observe facial expressions. However, it limits full body-language assessment and may reduce personal connection compared to face-to-face interactions.
Reference:CIPS L5M15 -Modern Communication Channels in Negotiation (Domain 2.1).
質問 # 55
Kelly is a lead negotiator preparing for a meeting with a supplier. Her approach is to appear "warm and tough." Which of the following behaviours should Kelly exhibit?
- A. Overly friendly
- B. Disinterested
- C. Confident and assertive
- D. Dominating and aggressive
正解：C
解説：
"Warm and tough" means balancing firmness on issues with respect and empathy in style. Confidence and assertiveness maintain authority while preserving positive tone-ideal for collaborative negotiation.
Reference:CIPS L5M15 -Influencing Behaviours in Negotiation: Warm vs Tough Styles.
質問 # 56
Which of the following is a disadvantage of apositionalapproach to negotiation?Select TWO.
- A. Individuals can become rigid and entrenched.
- B. It allows for little flexibility.
- C. It always leads to a win-lose outcome.
- D. It allows the other party to know what you wish to achieve.
正解：A、B
解説：
Positional bargaining starts with fixed opening stances and trades concessions from those stances. This often reduces flexibility and can make participants defensive or entrenched, inhibiting creativity and joint problem- solving.
Reference:CIPS L5M15 - Approaches to negotiation: Positional vs Principled.
質問 # 57
A manager identifies an issue and discusses it with the team, taking on board their input. Which leadership strategy is this?
- A. Consulting
- B. Selling
- C. Telling
- D. Joining
正解：A
解説：
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.
Reference:CIPS L5M15 -Leadership Styles in Team Negotiation (Domain 3.2).
質問 # 58
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. Yes - strategy flows from the tactics.
- B. No - tactics are achieved following the strategy.
- C. Yes - to develop a negotiation strategy you should consult with key stakeholders before deciding on tactics.
- D. No - tactics are a high-level plan designed to achieve a long-term goal.
正解：C
解説：
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.
質問 # 59
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