L5M15 Practice Exam Questions with Answers Advanced Negotiation Certification

Conscious incompetencemeans recognising a skill gap—you understand what’s required but haven’t yet mastered it. It’s the second stage in the four-stage competence model: (1) Unconscious incompetence ? (2) Conscious incompetence ? (3) Conscious competence ? (4) Unconscious competence.

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.

“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.

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.

Crossed arms are commonly read as closed/defensive, which can hinder rapport. In contrast, natural smiling, appropriate eye contact, and subtle mirroring generally support openness and trust.

Gain shareandbonus paymentsare positive incentives that encourage suppliers to perform beyond baseline requirements. Gain share rewards suppliers for creating mutual cost savings or innovation benefits, while bonus payments recognise exceeding service or delivery targets.

In contrast, pain share and service credits are deterrents for underperformance, not motivators.

Astrategic partnershipis a formal, high-involvement relationship with shared resources and joint governance—appropriate where risk/value is high and close collaboration is essential. Strategic alliances can be looser and not always resource-sharing.

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

In negotiation, rapport is about creating a foundation of mutual trust, respect, and understanding so that information flows more freely, misinterpretations are reduced, and collaborative problem-solving becomes easier. Strong rapport supports effective communication and smoother movement toward agreement.

According toMendelow’s Stakeholder Matrix, stakeholders withhigh power (importance)butlow interestshould be “kept satisfied.” They need concise, high-level updates to stay informed without excessive detail. Over-communication risks disengagement.

“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.

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.

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.

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.

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.

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.

Positional bargainingstarts from fixed stances and tends toward adversarial exchanges and concession trading, often impeding creative, interest-based outcomes.

High-risk/high-value scenarios (often coded “yellow” in CIPS frameworks) require acollaborativeapproach—building joint trust, sharing information, and developing win–win outcomes to manage complexity and mutual dependency.

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.

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

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.