Pass the CIPS CIPS Level 5 Advanced Diploma in Procurement and Supply L5M15 Questions and answers with CertsForce

In Tuckman’s model,stormingfollows forming and features challenge, tension, and testing of roles. Effective leadership and clarity of purpose help teams move intonormingandperforming.

Physiologicalneeds (air, water, food, rest) sit at the base of Maslow’s pyramid. Higher-order needs (safety, belonging, esteem, self-actualisation) become salient once lower levels are reasonably satisfied.

“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.

The Big Five traits areOpenness, Conscientiousness, Extraversion, Agreeableness, Neuroticism (OCEAN). “Sensitivity” is not one of the five canonical factors.

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.

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.