n accord.

- Observe the other team's pecking order and note who your prime opponent defers to, if anyone. This will tell you who the real decision maker is.

- Interview each new member of the team as to their role, qualifications and specific area of expertise.

- State clearly and concisely the objective of the

Teams are dynamic entities in their own rights. By expanding a negotiating group, additional talents and perspectives are introduced. Additional members also increase communication and focus challenges. This can be beneficial to the process; or detrimental.

Like all other aspect of negotiations or management, teams need to be managed.

If you are leading a negotiating team, manage the people on your team. Especially if they are "professionals". You are responsible for their preparation, research and the role they will play. Too often clients delegate the preparation and research aspects of a settlement conference to their legal staff. This would be fine if the issues were going to be resolved by simply applying legal principles. When it comes to other issues and overall strategy, the responsibility is ultimately vested solely with the lead negotiator. Insure that everyone on your team knows their role, is prepared and, most importantly, that you have set the global strategy for the session and the parameters for settlement.

If the other side brings in a team of negotiators, you can take steps to manage their team as well. How do you do this? By applying small group leadership tactics:

- Welcome them to the negotiation and indicate your appreciation of what they can lend to reaching an accord.

- Observe the other team's pecking order and note who your prime opponent defers to, if anyone. This will tell you who the real decision maker is.

- Interview each new member of the team as to their role, qualifications and specific area of expertise.

- State clearly and concisely the objective of the d

be managed.

If you are leading a negotiating team, manage the people on your team. Especially if they are "professionals". You are responsible for their preparation, research and the role they will play. Too often clients delegate the preparation and research aspects of a settlement conference to their legal staff. This would be fine if the issues were going to be resolved by simply applying legal principles. When it comes to other issues and overall strategy, the responsibility is ultimately vested solely with the lead negotiator. Insure that everyone on your team knows their role, is prepared and, most importantly, that you have set the global strategy for the session and the parameters for settlement.

If the other side brings in a team of negotiators, you can take steps to manage their team as well. How do you do this? By applying small group leadership tactics:

- Welcome them to the negotiation and indicate your appreciation of what they can lend to reaching an accord.

- Observe the other team's pecking order and note who your prime opponent defers to, if anyone. This will tell you who the real decision maker is.

- Interview each new member of the team as to their role, qualifications and specific area of expertise.

- State clearly and concisely the objective of the

d be fine if the issues were going to be resolved by simply applying legal principles. When it comes to other issues and overall strategy, the responsibility is ultimately vested solely with the lead negotiator. Insure that everyone on your team knows their role, is prepared and, most importantly, that you have set the global strategy for the session and the parameters for settlement.

If the other side brings in a team of negotiators, you can take steps to manage their team as well. How do you do this? By applying small group leadership tactics:

- Welcome them to the negotiation and indicate your appreciation of what they can lend to reaching an accord.

- Observe the other team's pecking order and note who your prime opponent defers to, if anyone. This will tell you who the real decision maker is.

- Interview each new member of the team as to their role, qualifications and specific area of expertise.

- State clearly and concisely the objective of the

tegy for the session and the parameters for settlement.

If the other side brings in a team of negotiators, you can take steps to manage their team as well. How do you do this? By applying small group leadership tactics:

- Welcome them to the negotiation and indicate your appreciation of what they can lend to reaching an accord.

- Observe the other team's pecking order and note who your prime opponent defers to, if anyone. This will tell you who the real decision maker is.

- Interview each new member of the team as to their role, qualifications and specific area of expertise.

- State clearly and concisely the objective of the

n accord.

- Observe the other team's pecking order and note who your prime opponent defers to, if anyone. This will tell you who the real decision maker is.

- Interview each new member of the team as to their role, qualifications and specific area of expertise.

- State clearly and concisely the objective of the day's discussions in a fashion to get agreement on what will be discussed.

- Ferret out areas where the other team members appear to not agree fully. This is best done by asking one person a specific, target question while observing another's reaction to the response. Typically the non-verbal communications will indicate any discord.

- Ask questions of members on the other team not specified as experts in the area to see how the team responds and to uncover latent leaders to be dealt with or possible fissures in their opinions.

By taking the lead in this regard, you will be establishing your role as the overall discussion leader. You are setting the agenda and can direct the course of discussion. Remember, negotiations is basically small group management. If you can establish an informal leadership role, you will have much more control over the outcome of the session.