L5M15 Exam Dumps - Advanced Negotiation

A clear agenda maintains structure, ensures that important issues are discussed, and prevents digression. It keeps discussions focused and efficient, though overly rigid agendas can limit responsiveness to opportunities.

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.

When negotiations stall, best practice (according to CIPS) is topause the meetingrather than escalate tension or concede prematurely. Taking a break allows time to reflect, regroup, and explore creative solutions. Other remedies include summarising agreed points, involving a neutral mediator, or escalating strategically.

Ahidden agendainvolves unspoken motives or objectives influencing negotiation behaviour. Transparency and open communication help avoid mistrust and unfair advantage.

Power distancegauges how cultures accept unequal power distribution and hierarchy—key to planning authority lines, escalation, and decision-making in cross-cultural negotiations.

Behavioural negotiationemphasisesconstructive influencing behaviours—active listening, empathy, and fairness—to strengthen relationships and achieve sustainable results, rather than adversarial or manipulative approaches.

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.

“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.