CIPS L5M15 - Advanced Negotiation

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.)

Pull tactics engage, involve, and motivate others (e.g., inspiring with vision, inviting joint problem-solving, exploring interests). Push tactics rely on directing, arguing, or asserting with facts and logic. Thus “inspiring” and “negotiating” are pull; “rationalising” and “asserting” are push.

Following Andrew Cox,relative powerstrongly shapes sourcing outcomes;greater buyer (or supplier) powerenables a moreproactivestance in shaping terms and managing the relationship. Power asymmetry does not automatically preclude close relationships.

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.

Holding a meeting at thesupplier’s siteallows the buyer to gain insights into the supplier’s capacity, infrastructure, culture, and quality systems. This firsthand observation strengthens understanding and informs negotiation strategy.

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.