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.
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The following items are tagged organization.
Debating Body Language: U.S. Presidential Candidate’s Unspoken Messages
How important is body language to how you are perceived?
How about when you are debating national policy in front of millions of television viewers?
Robert Mnookin Honored by International Academy of Mediators with Lifetime Achievement Award
Program on Negotiation Chair Robert Mnookin was honored by the International Academy of Mediators with a lifetime achievement award during the organization’s fall 2012 conference in Cambridge, Massachusetts.
A Common Ground Approach to Societal Conflict Resolution
The Program on Negotiation is pleased to present:
A Common Ground Approach
to Societal Conflict Resolution
with
John Marks
President and Founder of Search for Common Ground
and
Susan Collin Marks
Senior Vice President of Search for Common Ground
Monday, October 15th, 2012
12 p.m. – 1 p.m.
Wasserstein 2004
Harvard Law School Campus
Please bring your own lunch; soft drinks and cookies will be
Harvard Negotiation and Mediation Clinical Program is Nominated for an Innovating Justice Award
The Harvard Negotiation & Mediation Clinical Program (HNMCP) is nominated for an Innovating Justice Award for its proposal, “Retooling Legal Education and Dispute Systems Designers.”
The Practical Art of Improvising an Agreement
It’s a fact: negotiation can’t be scripted. That’s true whether you’re negotiating a mega-deal or buying a used car. Whatever the context, you can’t dictate what your counterpart is going to do or say any more than you’d let them dominate you. Successful negotiation thus requires strategic agility and being nimble moment to moment, so you can adjust and adapt as the process unfolds. Challenging the static model of standard win-win and hardball approaches, Harvard Business School professor Michael Wheeler demonstrates the practical art of improvising an agreement.
Great Negotiator Lakhdar Brahimi Travels to Syria as United Nations and Arab League Envoy
Great Negotiator Award recipient for 2002, Lakhdar Brahimi, is traveling to Damascus within the next couple of days to attempt to mediate the escalating conflict between Syrian President Bashar al-Assad and more than 30 different opposition groups. Describing his mission as “nearly impossible,” Ambassador Brahimi stressed the need for the international community to display unity in grappling with the Syrian crisis.
Resolving Conflicts on the High Seas
In negotiation over a limited pool of resources, conflicts often spring up over what constitutes a fair agreement. If two business partners are going their separate ways, they might have different ideas about how their shared assets should be divided, for example. Currently, such a dispute is playing out between China and four of its Southeast Asian neighbors over claims to the South China Sea. According to a report issued by the research organization International Crisis Group (ICG), recapped by Jane Perlez in the New York Times in late July, the disputes have reached an impasse that could lead to an open conflict.
Negotiating for Continuous Improvement: Offer Ongoing Negotiation Coaching
How can organizations capitalize on negotiation experience? Through reflective practice: the process of considering the results of each negotiation in light of initial expectations and then discussing what ought to be tried next. While each negotiator must take initiative for reflective practice, to truly learn from experience, most need continual coaching from mentors.
Negotiating for Continuous Improvement: Report Negotiation Results Internally
To further improve negotiations, a company could publish an internal negotiation newsletter that can be distributed through a secure company intranet. Each month, the person overseeing the newsletter could choose a negotiation involving someone within the company.









