Second, groups are easier to represent when they have capable, accepted leaders. Third, the nature of the group's decision-making process plays a role. Fourth, the easier it is to communicate with the group's membership, the easier it is to represent them. Fifth, outside influences on the group need to be assessed, since they can either help or hinder the negotiations. Sixth, constituencies are more likely to accept an agreement when they understand and have had some experience with the negotiation process generally.
Managers can help build effective, supportive constituencies.
Managers should ensure that all the separate interests in a dispute are represented, even if that means adding more participants to the negotiations. They should encourage and assist the participants in keeping their constituencies informed by creating regular and predictable means of communication with the larger groups. Constituencies also need to be educated with regards to the principles of negotiation, so that they are less likely to rush the process, to become frustrated with the pace, or feel insecure about the fairness of the process. The use of task groups is another way of keeping the constituency involved in and informed about the negotiation process. Support for a representative can be undermined by disagreements within their group,so managers also need to respond promptly to resolve disagreements within groups.