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he will welcome the decision. Fuller (1992) says this must be done after a full
briefing ofone's superiors.
}> Ifthe negotiator hides by saying his boss won't accept your offer, suggest that
the boss be brought personally to the negotiation
}> Ask your superior to contact the other negotiator's boss as if to inform him
informally ofthe progress
}> Influence your superiors that the delay can be eliminated ifa relevant person is
involved. Your superiors may send the message to your opponents who may
make the negotiator take a quick decision or send someone who can.
}> Talk directly to the negotiator's superior in such a way that it does not seem
deliberate. You can use any excuse to achieve this.
How To Control the Use OfExperts by The Other Side
Your opposition may decide to make use ofexperts to strengthen their position.
This has the effect ofprolonging the negotiation because you must also get your own
experts to counter them.
One way of controlling them is to agree during preparations to limit the use of
experts during negotiations. However, if you foresee using experts yourself, do not
propose this because it will also limit your use ofexperts. Ifthe other side is deciding to
use experts, you must object strongly because you are not using them. However, your
success, according to Fuller (1992:240), will depend on whether your opponent would
rather go ahead and use the expert in spite ofyour objections.
You should avoid using experts yourself unless you wish your opponents to do
the same. Do not accept their credibility and the relevance of their expertise. Ignore
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