This article recounts a historical negotiation success during the Westphalia negotiations in the 17th Century. Mr. Rudolf Wettstein, the then Mayor of Basel City, was able to single-handedly obtain exemptions for the Swiss cantons from being accountable to courts of the Holy Roman Empire of German Nations (HRGE), amounting to a declaration of independence. As a first step, the author describes the historical context of the negotiations and subsequently the nego- tiation process involving multi-actor international negotiations during the peace negotiations at Westphalia which consisted of multi-actor internal negotiations within the Swiss Confederation and external multi-party negotiations with the leading powers who participated in the Westphalia negotiation process. As a second step, concepts of negotiation theory are used as an attempt to make sense of Wettstein’s negotiation approach. The article concludes with a proposition for more theory building and provides initial concepts to better capture multi-actor negotiations.
Doudou Sidibé & Raymond Saner, (2017) “Business Diplomacy in Emerging Markets:
Intersection of Roles between States and Multinationals”, in H. Ruel, International Business Diplomacy (Advanced Series in Management, Vol. 18), pp 109-122, Emerald Publishing Limited, Bingley
This chapter describes and discusses the growing intersection of roles and functions between states and multinationals in the field of diplomacy and how diplomatic skills are needed to support transnational companies in their search for markets in emerging countries.
Newspaper interviews and articles on negotiations by Raymond Saner Covering negotiations for peace and international relations.
Zoff mit der Freundin (Süddeutsche Zeitung, 16.2.1996)
Verhandeln die Schweizer richtig (Basler Zeitung, 10.3.1998)
Friendesförderung was tun was lassen (Neue Zürcher Zeitung, 24.8.2004)
Verhandlungen über Irak im UN Sicherheitsrat. (Die Welt am Sonntag, 3.3.2003)
What is needed is solid craftsmanship and openness to new ideas The diplomat as a mirror of contemporary history Involving non-state actors, not excluding them Diplomatic competence as an extended term Entrepreneurial diplomacy
Business diplomacy of multinational companies Negotiation and conflict skills Cognitive and emotional flexibility Playing roles and not falling out of character Adhere to the limits to one’s own mandate.
European Diplomacy: Regional Cooperation, Lifelong Learning and Diplomatic Training, Diplomatic Academy Proceedings, Vol.8, Nr1, 2011, Diplomatic Academy, Zagreb, Republic of Croatia
Foreign Service officials are sometimes sent to MBA schools or private training institutions to take management and leadership courses. As a consequence, such outsourcing might not figure on the main course listings of diplomatic academies. Still, I would claim that training in management and leadership remains the exception and that it would be beneficial
- (Strategies and Importance of International Organisations) in the context of the teaching programme on “Globalisation Talks
- Making plurilateral negotiations support WTO
- Forced Labor of Migrant Workers on Fishing Ships: Holding Management and Governments Accountable
- Webinar: Professor Raymond Saner : "Business Diplomacy"