Suchergebnisse

I present in this paper the Punjab crisis until operation Blue Star as a case study of failed ne-gotiations and analyze it using the tools provided by negotiation theory. According to its main authors, (Fisher, Ury, Patton, Cohen and Pfetsch) everything is negotiable if negotiations are properly led. Why did the Central Government of Indira Gandhi fail to come to an agreement with the Akali Dal Party? The theoretical analysis of the negotiation process shows that negotiations were not conducted properly. If it had been the case however, would an agreement truly have been reached? I argue that all Akali demands could have been handled if the requirements of the model of "principled negotiations" had been fulfilled, and if the parties had followed Cohen's recommendations on cross-cultural negotiations to improve their mutual understanding. The negotiations failed be-cause they were polluted by electoral politics and by the consideration of party interests, resulting in the communalization of the Punjab-Sikh issue. Studying the Punjab case allows however to point out certain limitations of negotiation theory, mainly the static nature of its assumptions and its inability to deal with the problem of negotiating in a context of violence, which leads me to the conclusion that negotiation theory should be further developed in a more multidisciplinary perspective to overcome its defects. More generally, it appears that India provides western theories with interesting cases to test their hypotheses, and I suggest to explore this field.

I present in this paper the Punjab crisis until operation Blue Star as a case study of failed ne-gotiations and analyze it using the tools provided by negotiation theory. According to its main authors, (Fisher, Ury, Patton, Cohen and Pfetsch) everything is negotiable if negotiations are properly led. Why did the Central Government of Indira Gandhi fail to come to an agreement with the Akali Dal Party? The theoretical analysis of the negotiation process shows that negotiations were not conducted properly. If it had been the case however, would an agreement truly have been reached? I argue that all Akali demands could have been handled if the requirements of the model of "principled negotiations" had been fulfilled, and if the parties had followed Cohen's recommendations on cross-cultural negotiations to improve their mutual understanding. The negotiations failed be-cause they were polluted by electoral politics and by the consideration of party interests, resulting in the communalization of the Punjab-Sikh issue. Studying the Punjab case allows however to point out certain limitations of negotiation theory, mainly the static nature of its assumptions and its inability to deal with the problem of negotiating in a context of violence, which leads me to the conclusion that negotiation theory should be further developed in a more multidisciplinary perspective to overcome its defects. More generally, it appears that India provides western theories with interesting cases to test their hypotheses, and I suggest to explore this field.

Analyzing international negotiations among the member states of the European Union raises a number of analytical issues, especially in unusual circumstances such as the Eurozone crisis. Our article discusses these issues in the light of existing theory and informed by the empirical analyses assembled in this special issue. 'National preferences' or ideal points of the governments involved are driven by their domestic socio-economic and political conditions and institutions, the dimensionality of the negotiations, and strategic considerations. We then discuss how national preferences, states' bargaining power, the strategic and institutional bargaining context, and the bargaining dynamics jointly influence the bargaining outcome. Examples from European negotiations in the context of the Eurozone crisis illustrate both the complexity of the process and the value of serious, theoretically informed, empirical analysis.

This book provides a unique view on the Beagle Channel crisis (1977-1984) between Argentina and Chile by examining it in a global political context. The author explores the factors which led from imminent conflict to signing the Treaty of Peace and Friendship in just six years. Regional and international dimensions of the Beagle crisis are given particular attention, including international arbitration, the participation of the Vatican as a third actor, the role of the US, the complicating effects of the Falkland war, and the relations between each party and the UK. The author highlights unequal effects on Argentine and Chilean foreign policies of domestic structures and international conditions. The book seeks to determine the extent to which foreign policy provides opportunities for states to exercise political autonomy, given the powerful constraints imposed by the multiple structures of the international system, and how negotiation behaviour generated the path from conflict to cooperation between Argentina and Chile. The author's focus on foreign policy aids the understanding of processes and decisions within Argentina and Chile during the Beagle crisis while utilising new theoretical approaches in the field of negotiation behaviour in Latin America. Andrés Villar Gertner holds a PhD in Politics and International Studies from the University of Cambridge, UK, where he is Research Associate at the Centre for Rising Powers. Prior to his doctoral studies, he was a political analyst in the Department of Planning at the Ministry of Foreign Affairs of Chile from 2007-09

According to author Frederick J. Lanceley-one of the world's foremost crisis negotiation authorities-negotiators must train and train regularly. For just as the legal field constantly evolves, so does the field of crisis negotiation. The new edition of On-Scene Guide for Crisis Negotiators reflects this fact. A bestseller in its first edition, this book offers practical advice with regard to the theory, procedures, and techniques of crisis and suicide intervention and hostage negotiation. Two new chapters in the second edition cover negotiation with people under the i

Dedication -- Acknowledgments -- Contents -- List of Acronyms -- List of Figures -- List of Tables -- Chapter 1: Introduction -- Setting the Stage -- Research Design and Road Map -- Variables: Explanandum and Explanans -- Overview -- Notes -- Chapter 2: FPDM: Agents, Structures, and Status -- Introduction -- The Agency and Structure Debate -- The Theoretical Debate: Neorealism, Constructivism, and FPA -- Can the Agency-Structure Puzzle Be Resolved? -- Perception and Status -- The Domestic-International Scope: A Theoretical Challenge -- FPDM: The Individual and Situational Context -- Notes

Offers a practical approach to handling crisis negotiations in hostage situations.