The International Negotiations Handbook - Baker & McKenzie

PILPG and Baker & McKenzie
Considerations for whether to employ an outside advocate include:
• Will the delegation be able to manage the relationship? How?
– The delegation may want to consider a communications or media relations
firm to assist in this regard.
– The delegation may also want to create its own outside advocate groups
to promote its message, or portions thereof.
• What will it cost (resources, time, perception)?
• What contacts does the delegation have and how hard will it be to get them
to join the effort?
• Who can be most helpful? Most dangerous?
• What will the advocate be seeking from the delegation in return, and is that
acceptable?
• What organizations might the other side want to use and how does this affect
your delegation’s choices?
• What are the legal constraints? (e.g., lobbying disclosure regulations, etc.)
Building Alliances Strategically: Using Other Parties
In A Multi-Party Negotiation
Negotiations do not occur simply between two opposing sides; they include each
delegation, as well as the mediator, and their respective members. Consider the
advantages and disadvantages of cultivating strategic alliances by and among the
parties as issues arise.
Of course, any communications with one party and not others should be handled
very carefully. The delegation does not want to undermine the overall negotiations
in exchange for a short-term alliance. At the same time, the delegation does not
want to let essential alliances wither when embracing them could help make the
negotiation a success. Asking another party to advocate on the delegation’s behalf
or to adopt the delegation’s position may be even more risky than just establishing
alliances with another party. Still, this strategy, where appropriate, may be the only
method of moving an immobile adversary.
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