For a negotiation to end, decisions have to be made. Large decisions, small decisions, important decisions and mundane decisions. The process of making decisions is what advances a negotiation to its final outcome.

People naturally resist making decisions. This is especially true when they feel they are being pressured to commit. An effective negotiator needs to prepare others to make decisions and commit. The timing of when to seek a decision is a function of many things.

Signals Indicating the Other Person is Ready to Commit:

- If the other person acknowledges your argument has merit, it indicates that he or she is starting to appreciate your position and may be inclined to agree or concede to some degree.

- If you have made a series of points that appear to have been well received, it can be a natural moment to continue and make a well-reasoned proposal or seek agreement on the point or points.

- After reviewing the terms of your proposal, if the other person has indicated a clear understanding of each point and not given any negative, non-verbal signal that he disagrees with them, proceed to seek approval of the proposal. If he has shown discomfort on some of the issues, go back and revisit those point. Ask him what he thinks of the individual point. It is not good a strategy to ask for a global commitment until you have sensed the smaller issues are pretty well resolved.

- Before asking for a decision or commitment, review the reasons the other person is agreeing to the terms and reinforce why their decision is a good one. If you have built up a climate of mutual respect, knowing that you understand their position and have tried to meet their needs will help to cement the deal.

- If the other person keeps looking at his or her watch or otherwise seems pressured by time, you may want to press for a decision. If their next appointment is more important, personally or professionally, you may gain a last minute concession just to wrap things up.

Decisions are pivotal moments in negotiations. Treat each decision, even the small ones, with respect. Once a decision is made, reinforce why it was a good decision. It does not hurt to intimate that you may have conceded more than expected to build up the other's ego a bit. You want each decision to become easier as you build toward the really important decisions.

Bill Scarpino is a professional negotiator and restructuring consultant. He writes about decision making techniques in both business and personal negotiations.

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