Thirdly, the chief negotiator must be able tactics as counterparts bring lew issues to the table. Keeping the negotiation team small enables the chief negotiator to make ljustments to the negotiation plan and to disseminate that information quickly Bill Scott suggests that the number is probably four. The main reasons for this number include Size of group ● Control of team Range of expertise nging membership (1) Size of group If a work-group is to be productive and fruitful of ideas and everybody the group should not be so big That maximum is about eight people. In negotiation, a group consisting of two teams and the maximum of eight would be generated by two teams of (2)Control oftea Management principles suggest that the span of control for any manager operating in such dramatic and changing circumstances as the conduct of a about three or four people If the team leader is required to oversee as many as six or seven people responsible to him, then the team leader has too large a span to comfortabl (3)Range of expertise The range of expertise required in a protracted negotiation, lasting over several months, may well need the contribution of a dozen or a score of different perspectives team But within the scope of any negotiation meeting, it will not be possible to take more than three or four different perspectives There may be need for more detailed discussion than can be leader and three or four members For example, a production member may not have sufficient detailed information on production plans, material supplies, technical feasibilities, etc. and may need of specialists from those fields When this happens, it is normally possible to arrange a-negotiation. The separate work-group consisting of the production member from each team, together with three or four specialists assisting each to meet as a separate group. The respective specialist members will report back to the negotiation (4)Changing membership There is no need to keep the team throughout. As negotiations develop,Thirdly, the chief negotiator must be able to tactics as counterparts bring new issues to the table. Keeping the negotiation team small enables the chief negotiator to make adjustments to the negotiation plan and to disseminate that information quickly. Bill Scott suggests that the number is probably four. The main reasons for this number include: ● Size of group. ● Control of team. ● Range of expertise. ● Changing membership. (1) Size of group If a work-group is to be productive and fruitful of ideas and everybody is , the group should not be so big. That maximum is about eight people. In negotiation, a group consisting of two teams and the maximum of eight would be generated by two teams of . (2) Control of team Management principles suggest that the span of control for any manager operating in such dramatic and changing circumstances as the conduct of a is about three or four people. If the team leader is required to oversee as many as six or seven people responsible to him, then the team leader has too large a span to comfortably. (3) Range of expertise The range of expertise required in a protracted negotiation, lasting over several months, may well need the contribution of a dozen or a score of different perspectives from team. But within the scope of any negotiation meeting, it will not be possible to take more than three or four different perspectives. There may be need for more detailed discussion than can be by the leader and three or four members. For example, a production member may not have sufficient detailed information on production plans, material supplies, technical feasibilities, etc. and may need the____ of specialists from those fields. When this happens, it is normally possible to arrange a ___-negotiation. The separate work-group consisting of the production member from each team, together with three or four specialists assisting each to meet as a separate group. The respective specialist members will report back to the negotiation. (4) Changing membership There is no need to keep the team throughout. As negotiations develop