Climate change risks are an increasingly important consideration in many decisions with long-term implications, such as choices around economic development and infrastructure investment. It does not make sense to invest in projects that will be destroyed by sea-level rise or undermined by sustained drought. The enormous uncertainty associated with climate change makes it difficult, however, for decision-makers to plan ahead. This is particularly true in developing countries, where pressing needs like poverty reduction often trump long-term considerations about sustainability.
collaborative
Collaboration is working with each other to do a task.
The following items are tagged collaborative.
Water Diplomacy: The Role of Science in Water Diplomacy
Scientific and technical knowledge is important in water negotiations, but not in the ways it has often been used. It is counterproductive to use scientific information to justify arbitrary (political) decisions. For example, scientific information about water has increased dramatically over the last several decades, but our ability to manage water resources has not improved proportionately.
Water Diplomacy: Creating Value and Building Trust in Transboundary Water Negotiations – Israel and Jordan, From War to Water Sharing
Most difficulties in water negotiations are due to rigid assumptions about how water must be allocated. When countries (or states) share boundary waters, the presumption is that there is a fixed amount of water to divide among them, often in the face of ever-increasing demand and uncertain variability. Such assumptions lead to a zero-sum mindset, with absolute winners and losers. However, when parties instead understand that water is a flexible resource and use processes and mechanisms to focus on building and enhancing trust, even countries in conflict can reach agreements that satisfy their citizens’ water needs and their national interests.
Want the Best Possible Deal? Cultivate a Cooperative Reputation – Collaboration and Value Creation
In negotiation, different types of reputations serve different purposes. When you’re haggling over just one issue, such as the price of a used car or a computer installation, one party’s win is typically the other’s party’s loss. In such distributive negotiations, where each party is trying to claim the biggest piece of a fixed pie, having a reputation as a tough bargainer can be an effective means of undermining a competitor’s confidence and power.
Conflict Off the Rink: The NHL Negotiations
Negotiations for a new collective bargaining agreement (CBA) between the National Hockey League Player’s Association (NHLPA) and the NHL’s team owners took a tumultuous turn in mid-August, a month before the current agreement’s looming expiration date of September 15.
The Perils of Powerful Speech
Death to modifiers! All hail the active verb. Be succinct. These are some of Strunk and White’s commandments for simple and direct writing from The Elements of Style. They may also be effective guidelines for establishing verbal power in negotiation – though not always, it turns out.
Corporate Stakeholder Engagement and Mineral Extraction in Colombia
I want to make four simple points regarding corporate social responsibility and mineral extraction in Colombia. I presented these ideas several weeks ago at a Harvard Law School seminar sponsored by the Colombian government. We had senior officials present along with a great many Colombian graduate students studying at Boston-area schools. I think these prescriptions apply globally, but they are especially relevant in Latin America.
Corporate Social Responsibility (CSR) provides a new point of entry for those concerned about the social and environmental impacts of mineral extraction.
Shattering the Mold: Value Creation and Creativity in Negotiation
When life becomes routine we are more likely to overlook details or, conversely, we cannot see the forest for the trees. In both instances, what we may lack is a creative outlook on the situation at hand. In negotiations, creativity can lead to value-creation for both parties. Coming up with innovative ideas in the middle of the collaborative process can be difficult so how does the skillful negotiator change her mindset to become more creative? The March 2012 issue of the Negotiation newsletter offers three practical tips for obtaining more creative deals with your counterpart in negotiation.
Moving Forward in Mediation Together
The teacher’s federation has qualms with the current education bill’s stipulations regarding the scheduling and terms for mediation between the federation and provincial government. The government is open to further negotiations, but refuses to offer more money. Susan Lambert, president of the British Columbia Teacher’s Federation, asserts that the government is acting in bad faith, claiming the “whole process is a mockery of fair play…There is a predetermined outcome that requires us to be complacent in stripping out of our collective agreement rights that [the employers tried to take out] at the bargaining table, rights that took a long time to negotiate.” Could mediation unlock value between these parties that was previously left untouched, even though one side has little faith in the process?
To Improve Your Negotiation Skills, Choose the Right Partner
Tensions between the Humane Society of the United States and United Egg Producers have existed for more than a decade. When the two sides are asked why they don’t come together to negotiate their differences, each answers that the other is someone with whom negotiation is difficult if not impossible. Often it is those parties with whom we dread having a negotiation to reconcile differences are the ones we need to focus on the most in order to achieve our goals. How do you negotiate with someone whose interests seem so contrary to your own? Sometimes, even in the most difficult negotiations, a win-win outcome is possible. How can forming a novel alliance help your organization in its next negotiation with an intolerable counterpart?
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