Preparing: context, iceberg and network of influence

1Analysing the context and finding the island of agreement

A negotiation is first prepared with facts: who controls what, recent incidents, needs, perceptions of the organisation. These facts must be checked and shared with the team.

The CCHN suggests building an island of agreement: the list of points on which you already agree with the counterpart, often facts ("there are sick children in the village") and shared values ("children must not die for lack of care"). You start the meeting with this island, which builds trust, before tackling the points of disagreement.

Distinguish contested facts (to be clarified, without argument) from divergent norms (not to be debated head-on: you will not convince a commander to change their values in one meeting).

2The iceberg: positions, reasoning, motives

What the counterpart says is only the tip of the iceberg:

• the position: "Nobody crosses this bridge";
• the reasoning (the tactical why): "Enemy fighters are hiding among civilians";
• the motives and values (the deeper why): the safety of their troops, their reputation with their superiors, the support of the population.

Do the same exercise for your own organisation. Negotiation moves forward when you look for options that meet both parties' motives: for example, crossing at a fixed time, with a list of vehicles sent in advance and a quick inspection, can address the security concern without giving up access.

3The network of influence

A counterpart is never alone: they obey superiors and are influenced by relatives, religious leaders, traders and the population. Map this network: who influences your counterpart, on which subjects, and what relations your organisation already has with these people.

• Identify potential supporters (a community leader who wants the clinic back) and opponents.
• Coordinate with other organisations (OCHA, access working group) to avoid sending contradictory messages.
• Go through the right level: a problem raised by a guard at a checkpoint is often solved with their superior.

4Objectives, margins, red lines and fallback options

Before the meeting, write down with your mandator:

• the ideal objective and the minimum acceptable outcome;
• the margins: what you can concede (times, routes, prior information, lower visibility);
• the red lines: what you will refuse whatever happens (an imposed armed escort, handing over beneficiary lists, payment, diversion of part of the aid, exclusion of a group);
• your best alternative if no agreement is possible (another route, an accepted local partner, advocacy at a higher level, temporary suspension).

Also prepare scenarios: what will you do if the counterpart agrees, refuses or sets an unexpected condition?