When the discussion on this type of topic comes up, it is important to understand several key points. First is the fact that negotiations of this nature are done by one group (or institution) to another group. Now, knowing this it is also safe to assume that groups of people are not a collective of one mind and one thought, and thus the group will not act as one.

Inside these groups, many different and sometimes conflicting ideas and interests are bound to hinder a straightforward negotiation. These internal problems creeping into the wood work before the other party has even made in to the table will ultimately create new layers in the bargaining process. This is not to say all internal negotiations are bad. In my opinion if a group will argue between them to smooth out all the potential internal interests and concerns; then it can also be sure that as a group the entire entity was come to the bargaining table with the knowledge that all of its main views have already been addressed. Then as a result the bargainer knows what as a group they would accept and decline.

As it was briefly covered in the article the internal bickering within one group does hav

As outlined in the article, the obvious effect of agents is the complication that the agents cause in the transactions. The principals are not personally interacting with the party they are trying to bargain with. This may in turn limit the principal's input and knowledge as well limit the agent's usefulness if they do not properly understand the principal's views and limits. A break down in communication, representation and coordination are all increased with the use of agents, and can multiple as the number of people representing the principal increases. This came be especially the case when dealing in a negotiation in which a lot of bargaining goes on and the different principals mediating between agents becomes very complex such as in a lease or business takeover. It could become over complex in the technicalities of the deal and loose sight of the real goals the principals are after.

There are other strong points of view made in the article which caution the use of agents, foremost being agents may have alternative motives. When I read the article I came to agree that these are plausible arguments which one must take into account. First, if agent may have alternative motives on top of the ones you have hired him/her to work towards, the two motives may in fact conflict. The agent depending on the level of conflict may be able to negotiate around them, or settle on something less then perfect for the principal so that the agent can reap future rewards. The example used in the article is that of a lawyer who is paid by the hour. The longer he works the more he is paid, so even though he could of reached an agreement in 5 hours of negotiating, he takes 9 and the principle fits the bill in the end.

e its downfalls which in the long run hinder the group more then promote it. If certain people within the group have personal agendas such as personal wealth or influence in mind, these views of the few that can go against the optimum deal for the entire group. Then as these people fight to have their views and solutions pushed forward the group may lose more in the long run. (Albeit the few people in the group may come out even stronger.)

Some common words found in the essay are:
Pie Contradiction, Strategic Tool, Likewise I'm, Tax Fraud, external negotiations, ingredients pies, bargaining table, internal bickering, bargaining process, internal negotiations, read article, alternative motives, lose run, ingredients pie,
Approximate Word count = 1726
Approximate Pages = 7 (250 words per page double spaced)