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The International Negotiations Handbook - Baker & McKenzie

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PILPG and <strong>Baker</strong> & <strong>McKenzie</strong><br />

Some methods to develop this trust include:<br />

• Be attentive to the physical comfort of all the parties in the negotiation.<br />

• Be polite, courteous and receptive to the statements, ideas and positions taken<br />

by the other parties from the outset.<br />

• Engage in some casual discussion prior to starting the day’s negotiations and<br />

during the breaks, if appropriate, to establish a rapport with the other parties.<br />

• Observe the culture and customs of the other parties where appropriate.<br />

• Demonstrate the delegation’s trustworthiness by substantiating what the<br />

delegation says with substance (i.e., documents, video, or statements from<br />

a neutral third party who is trusted by the other parties).<br />

• Do not mislead or otherwise exaggerate claims when the facts and claims are<br />

well known to the other parties – lying will not establish trust and continued<br />

exaggeration will only harm the delegation’s credibility.<br />

Whatever methods your delegation uses, they must always be part of a thoughtful<br />

and purposeful choice selected to achieve the delegation’s overall goals.<br />

Before <strong>The</strong> Negotiation<br />

<strong>The</strong> negotiation process begins long before the delegation and the other parties<br />

arrive at the negotiation location on the scheduled date. Early decisions, seemingly<br />

routine and simple (including selecting a date and location, determining who should<br />

and will participate (on the delegation’s side and theirs), and structuring the agenda),<br />

can be as important as the negotiation itself. <strong>The</strong>se decisions will set the stage for<br />

and define the scope of the negotiation, establish power and control and, ultimately,<br />

position the delegation for success. Embrace every opportunity to define<br />

the negotiation parameters.<br />

• Any delegation, regardless of relative strength or positions of power, can (and<br />

should) be prepared to take the initiative.<br />

• By some manner of preliminary communication (phone call, letter or otherwise),<br />

take the initiative to begin the negotiation process on your delegation’s terms.<br />

24<br />

– Establish basic rules.

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