Updated Jan-2026 L5M15 Exam Practice Test Questions
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NEW QUESTION # 21
Using praise or flattery in a negotiation is the use of which of the following tactics?
- A. Personal appeal
- B. Collaboration
- C. Exchange
- D. Ingratiation
Answer: D
Explanation:
Ingratiationinvolves using flattery, praise, or friendliness to increase likability and influence. It's a soft tactic often used to build rapport and reduce resistance before discussing substantive issues.
Reference:CIPS L5M15 -Soft Tactics and Relationship Building (Domain 3.1).
NEW QUESTION # 22
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. Ergonomic, technological, political
- B. Legal, ethical, political
- C. Social, time, environment
- D. Legitimate, ethical, economic
Answer: B
Explanation:
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).
NEW QUESTION # 23
Which sentence about theHuman Relations approachto company structure isnot true?
- A. Tasks are grouped together by their common nature or task focus.
- B. It uses flatter organisational structures with decentralised authority.
- C. It allows for cross-functional teams and empowerment.
- D. Teams work to create synergies and fulfil social needs.
Answer: A
Explanation:
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).
NEW QUESTION # 24
Which of the following incentives encouragesinnovation?
- A. Pain share
- B. Gainshare
- C. Service credits
- D. Bonus payments
Answer: B
Explanation:
Gainsharemechanisms reward suppliers for achieving cost savings, process improvements, or innovation that benefits both parties. By sharing the gains, suppliers are motivated to propose creative solutions.
Reference:CIPS L5M15 -Supplier Incentives and Relationship Development (Gain/Pain Share Models).
NEW QUESTION # 25
In anexploitative authoritativeform of management, which of the following is true?
- A. Motivation is based on rewards and communication is limited.
- B. Responsibility is shared throughout the hierarchy.
- C. Leadership involves trust and teamwork.
- D. Motivation is based on threats and decisions are imposed on subordinates.
Answer: D
Explanation:
Underexploitative authoritativemanagement (Rensis Likert model), leaders rely onfear and punishmentto control subordinates. Communication is top-down and trust is minimal-contrasting with participative or consultative styles.
Reference:CIPS L5M15 -Leadership Models and Motivation (Domain 3.2).
NEW QUESTION # 26
Which of the following models would you use forsupplier preferencing?
- A. Kraljic
- B. Five Forces
- C. SWOT
- D. Relationship Spectrum
Answer: A
Explanation:
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).
NEW QUESTION # 27
In preparing for a negotiation, an in-house procurement analyst has completed research and will present this to the team before negotiations begin. Which of the following tools could they use to organise the data?Select TWO.
- A. Data Cube
- B. SWAP Analysis
- C. Relationship Spectrum
- D. STEEPLE Analysis
Answer: A,D
Explanation:
TheData Cubeis a multi-dimensional framework for presenting data clearly, whileSTEEPLE analysis (Social, Technological, Economic, Environmental, Political, Legal, Ethical) helps analyse the external environment. These tools aid structured preparation for negotiation.
Reference:CIPS L5M15 -Analytical Tools for Negotiation Preparation.
NEW QUESTION # 28
Which stage of team development is typically characterised by frustration and conflict?
- A. Storming
- B. Norming
- C. Adjourning
- D. Forming
Answer: A
Explanation:
In Tuckman's model,stormingfollows forming and features challenge, tension, and testing of roles. Effective leadership and clarity of purpose help teams move intonormingandperforming.
Reference:CIPS L5M15 - Teams in negotiation: Tuckman stages.
NEW QUESTION # 29
When a discussion is being driven by a consideration that has not been openly disclosed, leaving one party disadvantaged, this is known as what?
- A. Favouritism
- B. Lack of confidentiality
- C. Exaggerated claim
- D. Hidden agenda
Answer: D
Explanation:
Ahidden agendainvolves unspoken motives or objectives influencing negotiation behaviour. Transparency and open communication help avoid mistrust and unfair advantage.
Reference:CIPS L5M15 -Unethical Behaviour in Negotiation: Hidden Agendas.
NEW QUESTION # 30
Which of the following best describes a "Skunkworks" department in an organisation?
- A. Experimental and independent
- B. Small and efficient
- C. Large and powerful
- D. Wide-ranging and positional
Answer: A
Explanation:
"Skunkworks" refers to a small, independent unit within an organisation that focuses on innovation and experimental projects. It operates with autonomy and minimal bureaucracy, often outside the main corporate structure, to accelerate development.
Reference:CIPS L5M15 -Innovation and Organisational Structure(Skunkworks concept).
NEW QUESTION # 31
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. No - tactics are a high-level plan designed to achieve a long-term goal.
- B. Yes - to develop a negotiation strategy you should consult with key stakeholders before deciding on tactics.
- C. Yes - strategy flows from the tactics.
- D. No - tactics are achieved following the strategy.
Answer: B
Explanation:
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.
NEW QUESTION # 32
Bob is preparing for a negotiation with an important potential business partner. His approach is to devise options for mutual gain before deciding what to do. Which approach to negotiation is Bob taking?
- A. Hardball
- B. Playing hard to get
- C. Principled
- D. Positional
Answer: C
Explanation:
"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.
Reference:CIPS Level 5, L5M15 - Topic: Approaches to Negotiation (Principled/Interest-based Negotiation).
NEW QUESTION # 33
Different negotiation outcomes are required in different circumstances. In a"Yellow"circumstance (high risk, high value), which of the following is the best approach?
- A. Collaborative style
- B. Methodical, well-organised
- C. Cautious, well-planned
- D. Quick-thinking, assertive behaviour
Answer: A
Explanation:
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.
Reference:CIPS L5M15 -Negotiation Contexts and Relationship Spectrum.
NEW QUESTION # 34
DSA is expanding its procurement team and wants recruits with soft skills useful in procurement. Which of the following are soft skills?Select THREE.
- A. Communication
- B. Influencing
- C. Knowledge of local markets
- D. Change management
- E. Mathematical capability
Answer: A,B,D
Explanation:
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.
Reference:CIPS Level 5, L5M15 - Topic: Soft vs. Hard Skills in Negotiation.
NEW QUESTION # 35
Yi Ting is advised to use the Principled Approach. Which must she remember?Select TWO
- A. Separate people from problems
- B. She will be negotiating alone
- C. Focus on interests not positions
- D. Do not deviate from the agenda
Answer: A,C
Explanation:
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.) Reference:CIPS L5M15 - The Four Principles of Principled Negotiation (Domain 2.2).
NEW QUESTION # 36
The quality of being honest and having strong moral principles is known as what?
- A. Integrity
- B. Truthful
- C. Direct
- D. Transparent
Answer: A
Explanation:
Integrityrefers to ethical consistency-acting honestly, fairly, and in accordance with moral principles, even under pressure. It underpins trust and credibility in procurement and negotiation.
Reference:CIPS L5M15 -Ethics and Professional Standards (Integrity).
NEW QUESTION # 37
Which of the following behaviours can lead to a breakdown in trust because of the perceived lack of honesty?
Select TWO
- A. Using hardball negotiation techniques
- B. Exaggerated claims
- C. Favouritism
- D. Lack of a fixed agenda
Answer: B,C
Explanation:
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.
Reference:CIPS L5M15 - Ethics, Trust & Relationship Risks (Domain 2.1).
NEW QUESTION # 38
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. State the agenda first and do not deviate from it.
- B. Shift the focus of the meeting in a certain direction.
- C. Explain the purpose of the meeting at the beginning.
- D. Use a persuasive style of negotiation.
Answer: B
Explanation:
"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.
NEW QUESTION # 39
Principled Negotiation is an approach that attempts to achieve what outcome?
- A. The other party concedes on all items
- B. Win-lose
- C. The quickest outcome
- D. Win-win
Answer: D
Explanation:
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).
NEW QUESTION # 40
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. Ploys
- B. Distributive bargaining
- C. Brinkmanship
- D. Gamesmanship
Answer: C
Explanation:
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).
NEW QUESTION # 41
Sarah is a procurement manager who used a win-lose stance and deceptive techniques to reach her goals.
Which consequences may follow?Select TWO
- A. Sarah achieved all of her objectives
- B. The supplier will have more respect for Sarah
- C. The contract may be rendered void
- D. The approach may damage the long-term relationship
Answer: C,D
Explanation:
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.
Reference:CIPS L5M15 - Integrity, Misrepresentation & Consequences in Negotiation (Domain 2.1).
NEW QUESTION # 42
A combination of which two behaviours fails to establish effective buyer-supplier relationships and can lead to aggressive negotiation tactics?
- A. Soft
- B. Tough
- C. Cold
- D. Warm
Answer: B,C
Explanation:
Acold(detached) andtough(adversarial) style discourages collaboration and may escalate conflict. CIPS categorises influencing behaviour across two dimensions-warm vs cold and tough vs soft-with "cold and tough" seen as destructive.
Reference:CIPS L5M15 -Influencing Behaviour Grid (Warm/Cold vs Tough/Soft, Domain 1.2).
NEW QUESTION # 43
Honesty and integrity are core elements of business ethical codes of practice. Demonstrating these behaviours can help avoid which of the following?
- A. Physical damage
- B. Reputational damage
- C. Loss of staff
- D. Loss of contracts
Answer: B
Explanation:
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.
Reference:CIPS L5M15 -Ethics and Reputation Management in Procurement and Negotiation.
NEW QUESTION # 44
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