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ecommended that a balance be struck between both approaches. This means balancing
the need to achieve results against a stable and sustainable outcome.
The South African constitutional negotiations are a good example ofa slow-fast
approach to negotiation. This was because there were many participating groups, which
made the process as inclusive as possible, and the issues for discussion were complex.
This made the process slow, but when the implementation phase arrived i.e. the
outcome, there were no breakdowns because some constituencies had not been
consulted. The ANC and the govemment could have easily negotiated among
themselves with the exclusion ofother interested parties.
Alternatives to these approaches would be a slow-slow approach where every
stage ofthe process and outcome are afforded as much time as possible. However, there
is not always enough time for that available. Another approach would be a fast-fast
approach in which there is no sufficient time to attend to all the issues. The
consequences of this approach are an unsatisfactory outcome. Therefore the
recommended approach is the slow-fast one.
New Leader Briefings
In protracted negotiations team members may change for various reasons, for
example, in order to de-escalate the conflict, and new people enter the negotiation or
become leaders of the group. In govemment this can be done by electing a new leader
who may not be identified as "resistant or umeasonable as his or her predecessor."
(http://www.colorado.edulconflictlpeace/treatment/newleadb.htmp.l)
In a negotiation
situation an ineffective negotiator may also have to be changed. These people may
bring in new ways to approach the problem and even build new relationships with their
opponents.
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