Diplomacy and Negotiation for Humanitarian NGOs
The history of diplomacy is littered with false starts, misread intentions, and cultural faux pas; yet refugees can’t be helped, nor international rules created or implemented without diplomacy. In addition, governments can’t do it all. In the 21st century, non-governmental organizations (NGOs) are...
| Κύριοι συγγραφείς: | , |
|---|---|
| Συγγραφή απο Οργανισμό/Αρχή: | |
| Μορφή: | Ηλεκτρονική πηγή Ηλ. βιβλίο |
| Γλώσσα: | English |
| Έκδοση: |
New York, NY :
Springer New York : Imprint: Springer,
2013.
|
| Σειρά: | Humanitarian Solutions in the 21st Century
|
| Θέματα: | |
| Διαθέσιμο Online: | Full Text via HEAL-Link |
Πίνακας περιεχομένων:
- Chapter One: Why Learn “NGO Diplomacy?”
- Extract:.-1.1 What is NGO Diplomacy?.-1.2 NGOs as a Force for the Sovereignty of People.-1.3 NGOs in the Multilateral World.-1.4 NGO Independence
- 1.5 What is Humanitarian?
- 1.6 A Model for NGO Diplomacy
- 1.7 Historical Precedent:
- 1.8 Dr.
- Fridtjof Nansen
- Chapter Two: A Practical Model For Diplomacy and Negotiation: Steps 1 – 3 - The Preliminary Stage Extract:
- 2.1 Introduction to the Model
- Three Phases:
- 2.2 Steps to Success and Managing Costs
- 2.2.1 Step One: Is The Initiative Worthwhile and Feasible?
- 2.2.2 Step Two: The Study Group Process
- 2.2.3 Two sets of questions need to be asked in steps one and two
- 2.2.4 Question Set Two: How Will the Goal Be Achieved?
- 2.3 The Study Team.-2.3.1 The Study Team Must Ask Hard Questions
- 2.3.2 Keeping Your Cool
- 2.4 Step Three: The Decision Memo Go or No Go?
- 2.4.1 The Off-Ramp
- 2.5 Delegation and Negotiation Staff Decisions:
- 2.5.1 The Delegation.-2.5.2 The HQ Team
- 2.6 Why the Lengthy Decision Process?.-Chapter Three: A Practical Model For Diplomacy and Negotiation: Steps 4-6 – The Negotiation and Implementation Stages
- Extract:
- 3.1 Introduction
- Three Phases:
- 3.2 Step Four: Position Papers – Delegation Guidance
- 3.3 Step Five: Binders and Reports
- 3.3.1 The Delegation Binder
- 3.4 Chief of Delegation and Team Leader
- 3.4.1 That which deflects from true success is failure
- 3.5 Coordinated Instructions
- 3.6 Tactics
- 3.6.1 Have a Draft In Hand
- 3.6.2 “What Is Our Mandate?” Delegations
- 3.6.3 Moral Suasion
- 3.6.4 Coercion
- 3.6.5 Chatham House Rules
- 3.6.5 The North South Problem
- 3.7 Interdisciplinary Complexity
- 3.8 Standard Rules of Behavior
- 3.8.1 Do the Rules Always Apply? Challenge Axioms
- 3.9 Using An Opponent’s Strategic Objectives:
- 3.10 Time Management
- 3.11 Other Points:
- 3.12 Contacts and Cooperation
- 3.12.1 Cooperation With NGOs
- 3.12.2 Cooperation with Corporations
- 3.12.3 Personal Contacts
- 3.12.4 Contact and Steering Groups
- 3.13 Field Negotiations
- 3.13.1 Know the Other Side
- 3.13.2 Perspective
- 3.14 After Action and Implementation
- 3.14.1 After-Action Report
- 3.14.2 After Action Review Session
- 3.14.3 Implementing an Agreement
- Chapter Four: Information and Knowledge Management
- Extract:
- 4.1 Introduction
- 4.2 Management Framework
- 4.3 Knowledge Management.-4.4 Knowledge Work
- 4.5 Integration
- 4.6 Conclusions
- Chapter Five: Security, Risk Analysis and Intelligence
- Extract
- Introduction to Chapter Five
- 5.1 The Need For Profiles – and Using a Data Fusion Tool to Help
- 5.2 Case Studies
- 5.2.1 The Relationship of Drought and Political/Economic Crises in Africa
- 5.2.2 The 2009 Swine Slaughter in Egypt
- 5.2.3 Civil War
- 5.2.4 The Sinai Peninsula in 2012
- 5.2.5 Poland in 1982.-5.3 Possible Annual Reports
- 5.3.1 Annual International Organization Report
- 5.3.2 Annual Voting/Consensus Practice Guide
- 5.4 Doveryay, no proveryay Дoвepяй, нo пpoвepяй: Trust But Verify
- Chapter Six: Legal Matters
- Extract:
- 6.1 Delegation Legal Adviser
- 6.2 Sanctions and Legality
- 6.2.1 United Nations Sanctions
- 6.2.2 National Sanctions and Restrictions:
- 6.2.3 Sanctions on Non-State Entities
- 6.2.4 International Courts:
- 6.3 Words Matter.-Case Study: Cultural Sensitivity in the Middle East.-6.4 Generic Problem Words and Phrases
- 6.4 Value of Written Constitution
- 6.5 International Humanitarian and Human Rights Law
- 6.5.1 International Human Rights Law (IHRL) always exists,
- 6.5.2 International Humanitarian Law (IHL) only exists in conflict
- 6.6 International Instruments
- 6.6.1 Will the Instrument Solve the Problem?
- 6.6.2 Leverage
- 6.6.3 The Authority to Negotiate
- 6.6.4 Memoranda of Understanding (MOU).-6.6.5 Resolutions.-6.6.6 Conventions and Treaties
- 6.6.7 Declarations
- 6.6.8 Treaties
- 6.6.9 People’s Treaties.-6.6.10 Protocols
- 6.7 The Impact of Program Budget Implications (PBI)
- 6.8 Sovereignty, the New World Order and Implementing a Deal
- 6.9 Rights of Indigenous Peoples:
- 6.10 Non-ratification or Non implementation
- Chapter Seven: War and Peace – Roles for NGOs
- Extract
- 7.1 Law of War
- 7.2 At the Peace Table
- 7.3Neutrality and Working With or Avoiding the Military
- 7.4 An International Army and Peace Keeping
- 7.4.1 Operational Advantage
- 7.4.2 The Saarland and the First Multilateral Force
- 7.4.3 Misuse of a Force
- 7.4.4 The Veto As a Positive Tool
- 7.4.5 Conclusions
- 7.5 Working with Armed Non-State Actors (ANSAs)
- Chapter Eight: Failed and Weak Nation-states
- Highlights of Chapter Eight:
- 8.1 Introduction
- 8.1.1 Coalition Building with Local NGOs
- 8.2 A Common Political and Economic Vision:
- 8.3 A Framework that is Inclusive and Avoids Retribution:
- 8.4 Democracy can be a quality control tool for economic policies
- 8.5 The Case of Egyptian Economic Development
- 8.6 Inform the Public.- 8.7 Equality of Opportunity and Good Governance Create Stable Politics
- Chapter Nine: International Funding
- Extract:
- 9.1 Introduction
- 9.2 Who Receives Government Funding?
- 9.3 Sustainable Funding
- 9.4 Political Taint.-9.5 Donor Rules.-Intelligence Gathering
- 9.10 Being an NGO Donor
- 9.11 Red Flags
- 9.12 Finding the Money.-Chapter Ten: Meetings and Conferences
- Extract:
- 10.1 Why Hold Private Meetings and Attend Conferences?
- 10.2 Short Meetings:
- 10.3 International Conferences:
- 10.4 The Delegation Administrative and Protocol Officer
- 10.5 The Delegation Office:
- 10.6 Learn the Compound Layout in Advance:
- 10.7 Preconference Tactics
- 10.7.1 The Sequential Negotiation Technique
- 10.7.2 Building Allies in Advance
- 10.8 Stress Management
- 10.9 Outcome and Discussant Papers
- 10.9.1 Example of Outcome Documents:
- 10.10 Secretariat and Other Conference Bodies
- 10.10.1 The Secretariat
- 10.10.2 The Conference Chairperson
- 10.11 Credentials Committee and Rules of Procedure
- 10.12 Role of the Drafting Committee
- 10.13 Example of a mega- Conference: Rio - The Earth Summit
- Chapter Eleven: PROTOCOL
- Extract:
- 11.1 Introduction
- 11.2 Attending Social Events
- 11.3 Accreditation, Badges and Business Cards
- 11.4 Politeness, Trust, and Respect
- 11.5 Gifts:
- 11.6 Managing Perceptions
- 11.7 Receptions and Personal Entertaining
- 11.8 Ambassadors
- 11.9 Invitations and Greetings
- 11.10 Dress
- 11.11 Gender and Race
- 11.12 Speak Without Notes
- 11.13 Use of Language
- 11.14 Neutrality
- 11.15 Titles and Saying Hello and Goodnight
- 11.16 Letter Formats
- Chapter Twelve: Delegation Communications and the Media
- Extract:
- 12.1 Delegation Communications and the Media
- 12.2 The Delegation Communications (Public Affairs) Officer.-12.3 Are Media Events Needed?
- 12.4 One on One Interviews
- 12.5 Public Diplomacy, Propaganda and Lobbying
- 12.5.1 Public Diplomacy
- 12.5.2 Propaganda
- 12.5.3 Lobbying:
- 12.6 Why Talk to the Media?
- 12.6.1 Explainers of Truth:
- 12.6.2 Protect the Media:
- 12.6.3 Engaging Journalists
- 12.6.4 How much is shared?
- 12.6.5 Trust
- 12.7 Media Accreditation and Access
- 12.8 Photo Display Opportunities
- 12.9 Negotiating an Unfettered Media – Especially Social Media
- 12.10 Additional Outreach Tools and Partners
- Chapter Thirteen: International Organizations and NGO Associations.- Extract:
- 13.1 Introduction.- 13.2 Sample Agencies and Associations
- 13.2.1 InterAction
- 13.2.2 CoNgo: The Conference of NGOs in Consultative Relationship with the UN
- 13.2.3 ICVA
- The International Council of Voluntary Agencies
- 13.2.4 Can one NGO Umbrella Agency Advocate for All?
- 13.2.5 UN Cluster System: A tool for NGO Diplomats
- 13.2.6 ISDR - International Strategy on Disaster Reduction (Geneva)
- 13.2.7 IASC: Interagency Standing Committee and OCHA (New York)
- 13.2.8 IFRC and ICRC The International Red Cross Red Crescent Movement (Geneva)
- 13.2.9 SPHERE Project and LEGS (Boston, Geneva, New York, Washington,
- Ethiopia)
- 13.3 Help is Available
- 13.4 Working with Non Traditional NGO: Operation Gwamba, 1964
- Chapter 14: Creation of the League of Nations and the UN
- Extract:
- 14.1 Introduction
- 14.2 The Study Group “Inquiry:” and the “CSOP”
- 14.3 The Peer Review:
- 14.4 The Red Scare - What Does the Other Side Fear?
- 14.5 Long-term Impacts:
- 14.6 Assigning the Negotiator:
- 14.7 Public Diplomacy
- 14.8 The Role of Compromise
- 14.8 Conclusion
- Chapter 15: The People’s Treaties at Rio+20 – 2012
- Extract:
- 15.1 Introduction:
- 15.2 Eight Steps to Rio:.-15.3 Results:
- Chapter 16: Rebuttal to an Outcome Document
- Extract:
- 16.1 Introduction
- 16.2 Statement Opposing the Final Outcome Document
- 16.3 Not everyone agreed with this assessment
- Chapter 17: An NGO Saves Belgium
- Extract:.-17.1 Introduction.-17.2 Speed Was Essential: No Time for a Study Team
- 17.3 First Events
- Saving Americans
- 17.4 And Then Belgium
- Chapter 18: The ReliefWeb Project
- Extract:
- 18.1 History
- 18. 2 Coverage and Content.-18.3 ReliefWeb Today
- Chapter 19:Die Deutsche Liga für Völkerbund (DLfV)
- Extract:
- 19.1 Introduction
- 19.2 Founding
- 19.3 Purpose
- 19.4 Mistakes in Analysis – Not Understanding the Enemy or the Allies
- 19.5 Never Insult the Other Side.-19.6 Did Die Liga Have a Chance?
- 19.7 Funding
- 19.8 Membership of Die Liga
- 19.9 The Process
- 19.9 The German Study Group:
- 19.10 Reaction by the Allies at Paris.
