The International Negotiations Handbook - Baker & McKenzie

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Introduction To The Handbook The International Negotiations Handbook There are three keys to understanding The Handbook and to obtaining its maximum effect. "Success." Being "successful" does not mean "winning." It means identifying those goals or objectives that a party wishes to achieve and, through detailed advanced preparation and strategic, principled analysis, creating a plan that will maximize the chances of achieving them. Every negotiating party will have different definitions of success. Whether a party "wins" or "loses" is a subjective question that cannot be measured. Whether a party is "successful" is measurable by what it sought to achieve by the negotiations and whether it did so. The Handbook therefore provides tools in the craft of negotiations to achieve success. It leaves to others the art of how to win or lose. "Training." The Handbook is not to be merely read. It is designed to be part of an overall training program. No one learns how to play cricket by reading a book. Everyone learns by picking up a bat and a ball. So too with the tools provided here. The Handbook has been prepared as a series of tools that can be sharpened and honed through mock exercises and active lectures and discussions. This is about the "craft" of successful international negotiations. No craft is learned without active participation and practice. "Negotiations, Parties, and Mediators." The Handbook has been written in the context of multi-party negotiations. "Parties" refers to each side's delegation, as well as the mediation party. Some negotiations may involve a purely "facilitative" mediation party or an "evaluative" mediation party. A "facilitative" mediation party is one who does not pass judgment on the respective interests or positions of the delegations, but merely works with them in an attempt to reach an agreement. An "evaluative" mediation party will attempt to guide the process by providing the delegations with assessments of the relative strengths and weaknesses of their various positions. Delegations should expect pressure from an evaluative mediation party to bring the negotiations to a resolution. Whichever type of mediation party is involved in a negotiation, all of the ideas, strategies, and techniques reflected in The Handbook are intended to provide each side's delegation the best opportunity to achieve its objectives. Dozens of lawyers from the Baker & McKenzie global network participated in 3
PILPG and Baker & McKenzie creating The Handbook that follows. The lawyers came from the disciplines of litigation, corporate, tax, international, finance, and others. The only experience that all of the participants shared was that each was learned in the art of persuasion - whether in the negotiation room, in the board room, or in the court room. With PILPG providing its extraordinary experiences and insights that have been drawn from advising clients in any number of international negotiations from Bosnia to Sri Lanka, The Handbook provides specific insight into the techniques of successful negotiations. It reflects countless hours of experiences in all types of adversarial settings and reflects the techniques and strategies that private parties and formerly warring states have found indispensable to achieving their objectives through peaceful negotiations. Baker & McKenzie and PILPG are thus extremely proud to present The International Negotiations Handbook: Success Through Preparation, Strategy and Planning. 4
Page 1 and 2: The International Negotiations Hand
Page 3 and 4: Disclaimer IMPORTANT DISCLAIMER: Th
Page 5 and 6: Jennifer McVicar (Sydney) Edwin S.
Page 7 and 8: PILPG and Baker & McKenzie Chapter
Page 10 and 11: The Project The International Negot
Page 14 and 15: Chapter 1: Goal Setting The Interna
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Page 24 and 25: Researching Other Parties In order
Page 26 and 27: Setting The Setting: Where To Condu
Page 28 and 29: • Evaluate at what stage the dele
Page 30 and 31: • Interpreter / language facilita
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Page 44 and 45: • Be prepared to meet the media
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Page 56 and 57: Courtesy The International Negotiat
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Using Experts The International Neg
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Holding A Topic For Future Discussi
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The International Negotiations Hand
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Chapter 7: Responses To Other Parti
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When New Parties (or New Representa
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• Do not let it be personal; be r
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Chapter 8: Concluding Sessions And
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Planning the Next Session The Inter
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The International Negotiations Hand
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Complimenting Other Parties When th
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©2007 Baker & McKenzie and PILPG A
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The International Negotiations Handbook - Baker & McKenzie

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