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Accordingly, it is important for international negotiators to possess characteristics of communicational dexterity, cultural acuity and a certain amount of charisma. It is necessary to command sufficient respect as a representative of one's firm and its cultural identity without trespassing the cultural proclivities of a potential host nation or trade partner. That said, it is also frequently the case that parties in negotiation will exist on different planes of authority. Negotiators must be characteristically attuned to power dynamics and the impact that these are likely to have on the avenue and outcome of trade engagements. So reports the text by Lall (1966), which notes that "a difference in the power levels of the countries concerned is one of the factors of prime importance which affect movement toward negotiation." (p. 132)
Tactics in such contexts and the resultant effectiveness will often be a direct function of the selectivity and judiciousness exhibited in selecting a suitable trade partner. In many cases during this age of globalization, trade partners are moved toward interaction based on their respective economic interests. But tactically sound negotiation should begin with a selection of trade partners with certain degrees of compatability, particularly as these relate to such national features as political orientation, human rights records, labor conditions and environmental priorities. Lall indicates that, for instance, "a country which insists on following...
132)
This is to denote that in the context of international negotiations, these power dynamics and the degree of compatibility between nations should be used as causes for engagement or non-engagement. With respect to the closing of international negotiations, it is typically of greatest importance to set clear timelines for future events regarding the satisfaction of conditions established by the negotiations. Absent of a mutually satisfying compromise during negotiations, the closing of negotiation should be centering on the process of reconvening, including the satisfaction of all conditions necessary to return to negotiations. This denotes that once negotiation has begun on an international level, there must always be accommodation for both the process of implementation and for the probability of change as implementation proceeds.
Works Cited:
Crump, L. (2003). Multiparty Negotiation and the Management of Complexity. International Negotiation, 8(2).
Lall, a.S. (1966). Modern International Negotiation. Columbia University Press.
Starkey, B.; Boyer, M.A. & Wilkenfeld, J. (2005). Negotiating a Complex World: An Introduction to International Negotiation. Rowman & Littlefield.
Works Cited:
Crump, L. (2003). Multiparty Negotiation and the Management of Complexity. International Negotiation, 8(2).
Lall, a.S. (1966). Modern International Negotiation. Columbia University Press.
Starkey, B.; Boyer, M.A. & Wilkenfeld, J. (2005). Negotiating a Complex World: An Introduction to International Negotiation. Rowman & Littlefield.
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