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Setting an Agenda for Successful Negotiations

Setting an Agenda for Successful Negotiations. Silja Bára Ómarsdóttir Adjunct Lecturer Faculty of Political Science. Entering Negotiations. Both parties should: Have a clear idea of objectives and how they can be achieved Need to agree that a new solution is needed

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Setting an Agenda for Successful Negotiations

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  1. Setting an Agenda for Successful Negotiations Silja Bára Ómarsdóttir Adjunct Lecturer Faculty of Political Science

  2. Entering Negotiations • Both parties should: • Have a clear idea of objectives and how they can be achieved • Need to agree that a new solution is needed • Agree to agree on a new solution • Be better off with a negotiated solution UNIVERSITY OF ICELAND FACULTY OF POLITICAL SCIENCES

  3. Agenda Setting • To conclude successful negotiations, one needs • A clear agenda for negotiations, stating • The objectives • How they will be achieved • The counterpart’s objectives • How they will be responded to • Must specify objectives, steps, strategies UNIVERSITY OF ICELAND FACULTY OF POLITICAL SCIENCES

  4. Different Phases in Negotiations • Three stages of negotiations • Diagnostic Phase • Formula Phase • Detail Phase • Use the diagnostic phase to set an agenda for the negotiations UNIVERSITY OF ICELAND FACULTY OF POLITICAL SCIENCES

  5. Diagnostic Phase • Is the problem ripe for solution? • Information gathering: facts, causes, history, changes, evolution • What are our interests? • What are our counterpart’s interests? • What positions will we state? • How will we react to their positions? • Use ambiguity and avoid total commitment UNIVERSITY OF ICELAND FACULTY OF POLITICAL SCIENCES

  6. Formula Phase • Deciding how to negotiate • Inductively • Deductively • Involves direct contact between parties • Be flexible and keep an open mind • Tackle the problem, not the other party • Do not be deterred by unfriendly behavior • Keep talking • Keep details in mind when proposing formulae UNIVERSITY OF ICELAND FACULTY OF POLITICAL SCIENCES

  7. Detail Phase • Builds on the agreed-upon formula • May require going back to formula if an agreement cannot be worked out • Signaling during negotiations • Problematic because this is where the nitty-gritty details have to be worked out • Who concedes what position? • What is acceptable? UNIVERSITY OF ICELAND FACULTY OF POLITICAL SCIENCES

  8. Key to Success • Preparations, preparations, preparations • Icelandic negotiations behavior generally indicates lack of preparation • Few or no alternatives have been formulated • Counter-offers not successfully employed • Instances for Iceland to build on: • Kyoto – “íslenska ákvæðið” • Fisheries negotiations UNIVERSITY OF ICELAND FACULTY OF POLITICAL SCIENCES

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