Another potential drawback may emerge as the negotiations proceed. Interpreters may grow impatient and come to believe that they have a better approach to resolving the situation.

Having an interpreter influence negotiations is tantamount to allowing a third party intermediary to become personally involved with the negotiation process. Either scenario compounds the danger because the negotiation team may be unaware of new turns that the negotiations have taken. Such dangers intensify if an interpreter begins to identify with the subject's cause. A remote possibility exists that such an interpreter may intentionally work to sabotage the negotiations.

To counteract these potential problems, the negotiation team should instruct interpreters to convey only the team's comments and act solely as a conduit of prescribed information. Such guidelines were developed and are now taught by the London Metropolitan Police Department in its negotiations course. Under no circumstances should interpreters be allowed to editorialize. Likewise, they should be told to refrain from expressing personal sentiments or revealing any show of emotions to the subject. One way to ensure additional problems do not arise involves the use of a second interpreter.

Agencies should make every effort to have a second interpreter on the scene for quality control. Two interpreters provide a more fluid course for the conversations. The second interpreter also provides instantaneous translation for the negotiation team. This running account allows the negotiators to write notes and design specific phrases for the initial interpreter to use in the upcoming contacts. The continuous flow of the negotiation keeps pressure on the subject without placing undue pressure on either interpreter.

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