Negotiation is made even more complex when negotiators act on behalf of others as delegates from the group or as formally appointed agents. Few negotiate solely on their own account – two business development teams negotiating over a potential joint venture represent their respective companies as does an IT manager negotiating to acquire a new system for her company. A union official negotiating a new enterprise agreement represents the membership. A delegation to the local council seeking a change in the parking regulations represents their neighbours up and down their street. When the CEO of Air Berlin negotiated over lunch and then shook hands with the CEO of Airbus on a $7 billion deal to supply airplanes, both had complete authority but both were representing their companies and all their employees (Newhouse, 2000, p. 40). In these situations negotiators can find themselves acting as a bridge, spanning between the two sides and forming a channel of communication and accommodation.

This chapter will consider the practical consequences of having to negotiate on behalf of others – whom we call the constituents – rather than for oneself. The general proposition is that these negotiations are typically more competitive and positional than negotiation between two individuals. This chapter will examine why this is so and suggest what might be done about it. Much of the research into collective negotiation has been drawn from the workplace and management–union bargaining but the principles apply in all contexts.