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Chapter6ClosingtheNegotiation6.1Closingthedeal6.1.2Whenisittimetoclose? Todetermineifit’stimeforclosure,herearesomequestionstoaskeitherdirectlyorindirectly: Haveallpointsoftheagendabeendiscussed? Havethetechnicalaspectsofthedealbeenreviewed? Havethelocalandinternationallawsapplicabletothedealbeenresearched? Areallactivepartiestothedeallogisticallycapableofperformingtheirfunctions? Isthetimelinesetforthedealrealistic? Doallpartiesrecognizetheshortandlong-termconsequencesofthedeal? Areallpartiesinagreementastothelanguageandtermsofthedeal? Doallthepartiestothedealtrusteachother? Doallpotentialsignatorieshavetherequisiteauthoritytoactontheircompany’sbehalf?6.2TacticstowardsagreementAtwhattimesshouldweuseourrecess?Whatistherecommendedproceduretogetarecess?6.3Tipsoncontractsigning6.4SummaryofthenegotiatingIII.PracticalSentences10.Trueorfalse 1)Recessingisaprofitabledeviceforbothparties. 2)Settingdeadlinescouldhelpbrisknessandtheconcentrationofenergy. 3)Itisnotnecessarythatthepartiesbeinagreementastothelanguageandtermsofthedealbeforeitsclosure. 4)Whetherwelikeitornot,thereareplaceswherelubricationispractical. 5)Theimplicationsforthenegotiationofhavingadeadlinearenegative. 6)TheGolfClubandthestudygroupareusefulinteamnegotiations. 7)Onlyonesidehasthechancetoclosethedealandthemoreproactivethedecisionmakeris,thegreaterthechanceofcontrollingtheprocesshe’llget. 8)Decliningthedealmustbedonewiththegreatestdiplomacybecausethepotentialforfuturedealingsisveryimportant. 9)TheGolfClubisfortheteamleaderstoagreetomeetformallyinsomeenvironmentwhichencouragesmutualtrustandopenness. 10)Whenthenegotiationsbetweenteamsgetboggeddown,itisuselesstosetupasub-group.