CIPS L5M15 - Advanced Negotiation

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.

Pain/gain share arrangements distribute both upside (gain) and downside (pain) between buyer and supplier, promoting fairness and shared accountability. This shared-risk structure encourages collaboration and continuous improvement.

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.

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.

High-risk or high-value negotiations require thorough preparation—understanding goals, alternatives, and stakeholder expectations—and often benefit from a cross-functional team bringing varied expertise. This improves quality of analysis and decision-making.

In high-value, high-risk partnerships, success depends oncollaboration, trust, and shared goals. Hence,inspiring,consulting, andcollaboratingstyles promote open communication and joint problem-solving.

Gamesmanship/brinkmanshipare aggressive, high-pressure tactics that can harm relationships. They are generally reserved forone-off or transactionalsituations where ongoing relationship quality is not a priority.

Trust in negotiation is built when a counterpart is perceived as both capable (competence) and benevolent (care). Without either dimension, relationships may erode into mere respect or distrust.

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

Myers–Briggs Type Indicator (MBTI) profiles personality preferences (e.g., introversion/extraversion). It is not a measure of intelligence or job competence.