Описание: The Oslo secret negotiations from 1992 to 1993 were some of the most astonishing and also successful negotiations in the Middle East, leading to the mutual recognition between the PLO and Israel. Through an in-depth examination of the Oslo negotiations, this book argues that at the core of the negotiations was a fascinating dilemma of recognition. Overcoming this dilemma was at the centre of the secret negotiations. A thorough analysis documents how decision makers tried to communicate without being able to engage in face-to-face negotiations, and highlights the significance of the role of third parties in the conflict resolution process, stressing in particular the importance of the European Union’s power in bringing the sides together. This is a comprehensive account of the Oslo negotiations, focusing particularly on the timely issue of non-recognition – which is of great importance today given the recent emergence of the rise of Hamas as the dominant Palestinian political force.
Описание: <p>Most studies of international negotiations take successful talks as their subject. With a few notable exceptions, analysts have paid little attention to negotiations ending in failure. The essays in <em>Unfinished Business</em> show that as much, if not more, can be learned from failed negotiations as from successful negotiations with mediocre outcomes. <em>Failure</em> in this study pertains to a set of negotiating sessions that were convened for the purpose of achieving an agreement but instead broke up in continued disagreement. </p> <p>Seven case studies compose the first part of this volume: the United Nations negotiations on Iraq, the Middle East Peace Summit at Camp David in 2000, Iran-European Union negotiations, the Cyprus conflict, the Biological Weapons Convention, the London Conference of 1830–33 on the status of Belgium, and two hostage negotiations (Waco and the Munich Olympics). These case studies provide examples of different types of failed negotiations: bilateral, multilateral, and mediated (or trilateral). The second part of the book analyses empirical findings from the case studies as causes of failure falling in four categories: actors, structure, strategy, and process. This is an analytical framework recommended by the Processes of International Negotiation, arguably the leading society dedicated to research in this area. The last section of <em>Unfinished Business</em> contains two summarising chapters that provide broader conclusions—lessons for theory and lessons for practice. </p>
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