Managing the Negotiation Process
Identifieur interne : 000B35 ( Pmc/Checkpoint ); précédent : 000B34; suivant : 000B36Managing the Negotiation Process
Auteurs : David Fairman [États-Unis] ; Diana Chigas [États-Unis] ; Elizabeth Mcclintock [États-Unis] ; Nick DragerSource :
- Negotiating Public Health in a Globalized World ; 2011.
Abstract
In global public health negotiations, the stakes are usually high and often time is of the essence. The outbreak of the SARS epidemic in late 2002, for example, illustrated how rapidly crises can occur and how immediate action may be required. Negotiations on immediate and short-term issues such as SARS, and even on long-term policies not triggered by a crisis, can be made all the more complex by diverse interests, conflicting understandings of underlying facts and linkages among the multitude of issues. Specific obstacles to joint problem-solving may include disagreement on the existence, certainty or severity of the problem; on the best way to tackle the problem or the likelihood of success; or on who bears responsibility to act, who will pay costs and who will manage the response. In the health sector, national leaders in key countries may be reluctant to acknowledge the urgent need to address the spread of a disease, either because they question the facts or because they fear that taking action will have negative impacts on their international image and/or domestic political support.
Url:
DOI: 10.1007/978-94-007-2780-9_3
PubMed: NONE
PubMed Central: 7120989
Affiliations:
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<front><div type="abstract" xml:lang="en"><p>In global public health negotiations, the stakes are usually high and often time is of the essence. The outbreak of the SARS epidemic in late 2002, for example, illustrated how rapidly crises can occur and how immediate action may be required. Negotiations on immediate and short-term issues such as SARS, and even on long-term policies not triggered by a crisis, can be made all the more complex by diverse interests, conflicting understandings of underlying facts and linkages among the multitude of issues. Specific obstacles to joint problem-solving may include disagreement on the existence, certainty or severity of the problem; on the best way to tackle the problem or the likelihood of success; or on who bears responsibility to act, who will pay costs and who will manage the response. In the health sector, national leaders in key countries may be reluctant to acknowledge the urgent need to address the spread of a disease, either because they question the facts or because they fear that taking action will have negative impacts on their international image and/or domestic political support.</p>
</div>
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<journal-subtitle>Global Health Diplomacy in Action</journal-subtitle>
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<title-group><article-title>Managing the Negotiation Process</article-title>
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<contrib-group><contrib contrib-type="author"><name><surname>Fairman</surname>
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Consensus Building Institute, 238 Main Street, Cambridge, MA 02142 USA</aff>
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<pub-date pub-type="epub"><day>15</day>
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<fpage>29</fpage>
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<permissions><copyright-statement>© The Author(s) 2012</copyright-statement>
<license><license-p>This article is made available via the PMC Open Access Subset for unrestricted research re-use and secondary analysis in any form or by any means with acknowledgement of the original source. These permissions are granted for the duration of the World Health Organization (WHO) declaration of COVID-19 as a global pandemic.</license-p>
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<abstract id="Abs1"><p>In global public health negotiations, the stakes are usually high and often time is of the essence. The outbreak of the SARS epidemic in late 2002, for example, illustrated how rapidly crises can occur and how immediate action may be required. Negotiations on immediate and short-term issues such as SARS, and even on long-term policies not triggered by a crisis, can be made all the more complex by diverse interests, conflicting understandings of underlying facts and linkages among the multitude of issues. Specific obstacles to joint problem-solving may include disagreement on the existence, certainty or severity of the problem; on the best way to tackle the problem or the likelihood of success; or on who bears responsibility to act, who will pay costs and who will manage the response. In the health sector, national leaders in key countries may be reluctant to acknowledge the urgent need to address the spread of a disease, either because they question the facts or because they fear that taking action will have negative impacts on their international image and/or domestic political support.</p>
</abstract>
<kwd-group xml:lang="en"><title>Keywords</title>
<kwd>Negotiation</kwd>
<kwd>Negotiation process</kwd>
<kwd>Joint fact-finding</kwd>
<kwd>Interests</kwd>
<kwd>Interest-based negotiation</kwd>
<kwd>Stakeholder process</kwd>
<kwd>HIV/AIDS</kwd>
<kwd>Intergovernmental Working Group on Public Health, Innovation and Intellectual Property (IGWG)</kwd>
<kwd>Intergovernmental Panel on Climate Change (IPCC)</kwd>
<kwd>World Health Assembly (WHA)</kwd>
<kwd>Commission on Intellectual Property Rights, Innovation and Public Health</kwd>
<kwd>Mutual gains approach</kwd>
<kwd>Preparation</kwd>
<kwd>Value creation</kwd>
<kwd>Value distribution</kwd>
<kwd>Follow through</kwd>
<kwd>Implementation</kwd>
<kwd>Best Alternative to Negotiated Agreement (BATNA)</kwd>
<kwd>Alternative</kwd>
<kwd>Alliance of Small Island States (AOSIS)</kwd>
<kwd>Doha Declaration on TRIPS and Public Health</kwd>
<kwd>World Trade Organization (WTO)</kwd>
<kwd>Positions</kwd>
<kwd>Indonesia</kwd>
<kwd>Avian flu virus</kwd>
<kwd>Options</kwd>
<kwd>Brazil</kwd>
<kwd>Brainstorming</kwd>
<kwd>FCTC</kwd>
<kwd>Pandemic influenza preparedness negotiations</kwd>
<kwd>Criteria</kwd>
<kwd>Framework convention on climate change</kwd>
<kwd>Contingent agreements</kwd>
<kwd>Issue mapping</kwd>
<kwd>Issue trade-offs</kwd>
<kwd>Single text approach</kwd>
<kwd>Modes of decision-making</kwd>
<kwd>Building trust</kwd>
<kwd>Culture</kwd>
</kwd-group>
<custom-meta-group><custom-meta><meta-name>issue-copyright-statement</meta-name>
<meta-value>© The Author(s) 2012</meta-value>
</custom-meta>
</custom-meta-group>
</article-meta>
</front>
</pmc>
<affiliations><list><country><li>États-Unis</li>
</country>
<region><li>Massachusetts</li>
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<tree><noCountry><name sortKey="Drager, Nick" sort="Drager, Nick" uniqKey="Drager N" first="Nick" last="Drager">Nick Drager</name>
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<country name="États-Unis"><region name="Massachusetts"><name sortKey="Fairman, David" sort="Fairman, David" uniqKey="Fairman D" first="David" last="Fairman">David Fairman</name>
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<name sortKey="Chigas, Diana" sort="Chigas, Diana" uniqKey="Chigas D" first="Diana" last="Chigas">Diana Chigas</name>
<name sortKey="Mcclintock, Elizabeth" sort="Mcclintock, Elizabeth" uniqKey="Mcclintock E" first="Elizabeth" last="Mcclintock">Elizabeth Mcclintock</name>
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