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e scrutinised as well as the role of outside agents in implementing these structures. It
is important to note that both process and outcome are intertwined. A bad process can
never guarantee a good outcome. Likewise if the outcome is poorly designed a good
process will never work.
Thomson (1998:3) also clarifies that good negotiators are not born but are
developed through practice and study. Experience also improves negotiation partially,
but it needs feedback. And because we tend to select to remember our successes and
not our failures, tbis does not improve our skills. Only our confidence is improved and
this may lead us into taking unwise risks, whereas a good negotiator needs to know
"how to evaluate a decision situation and make an optimal choice given the information
that is available to them."
Good negotiators also do not rely on intuition but they are self-aware and
proactive through thorough preparation.
Preparation For Negotiation Or Pre-Negotiation Planning
Hams and Reilly regard pre-negotiation as "talks about talks". It is about setting
up the framework or the process for the negotiation i.e. the procedures, structures, roles
and agendas of the negotiation itself. Pre-negotiation can be a result of "a voluntary
desire among conflicting parties, or it can be imposed from outside by a powerful third
party who enters the conflict and sets the terms for the agreement."
(http://www.idea.int/publications/democracvanddeeprootedconflict/home.htm) A
small delegation or individual representatives in a face-to-face situation can take care of
this stage or a third party can help to facilitate it. The importance of pre-negotiation
planning is that if the process has been well planned it can lead to a good outcome and
help to build a good working relationship, especially if it is held away from publicity.
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