EU Referendum - We are All Prisoners of an Ill Thought Through Dilemma.

Articles are mounting up in the world's press highlighting the dilemmas facing the British voters, the political parties and the EU member states.

Conflicts and Contradictions:

If the state of the NHS will be threatened by Brexit - why put it in jeopardy by having the Referendum? The Referendum was tactical in dealing with UKIP and the Tory Euro Sceptics; Strategic in attempting to negotiate reform with the other EU states, but did not meet the critical objectives of the main manifesto priorities -  Security of the nation, maintaining The United Kingdom, protecting the NHS, maintaining economic growth.

Proper setting of objectives - clarity of priorities - analysis of foreseeable consequences of the alternative strategic choices and tactical plays (Leadership!) would have identified all of the current risks before the last General Election.

WTO chief says post-Brexit trade talks must start from scratch - Guardian

Britain's debate over Europe has been disappointing - Chicago Tribune

No 10 mulls last-ditch attempt to revisit free movement negotiations - Guardian

EU referendum: Osborne warns of Brexit budget cuts - BBC

Praying it will work? Chancellor plotting 'punishment' Budget with THREAT 'to add 2p to income tax' and increase death duty, booze and fuel costs. - Daily Mail

Conservative Party Manifesto - 2015


The ability to negotiate is far more important than spin. 

The Negotiating Gifts from Greece - 3# - Be Sharp but Beware Clever Clever

Experienced Negotiators Know how to use a Weak Position to Advantage

1. If you are in a Lose / Win situation your options provide plenty of scope to be proactive by making proposals or pursue varied strategies. After all, you have nothing to lose. Proposals can be realistic or unrealistic depending on whether you wish to move forward or just buy time. Strategies can be outrageous in a multilateral negotiation with many parties, as the complexity  of the situation and the needs for a level of unity protects (and hampers) all.
   
2. Following the old negotiator’s adage “one is always in a stronger position than one thinks”, and taking courage; being proactive and making a proposal can bring surprising results:
1. It can steal the agenda,
2. Give uncommitted parties something to work with,
3. Force a response,
4. Seize the high ground,
5. Control the deadlock.
   
3. Pursuing varied strategies and tactics can lock the parties in a dangerous and escalating competition in which each tries to prove their ideas are better (more clever) than everyone else’s. This is a modern day negotiating curse - being too clever in developing smart games, gambits and tactics - brings in high risk as strategy becomes more important than the original objective.
   
4. Beware that being sharp is not confused with being clever, and being clever may be no better than being stupid.
   

The Negotiating Gifts from Greece - #2 - Kicking The Can Down The Road - Deadlocking

How to Deadlock the Negotiation -

1. Argue and keep arguing - whilst arguing you are not making concessions or even proposals. In fact you are not negotiating (attempting to secure an agreement). You keep the position in stasis by playing the argument game. Negotiations appear to be ongoing, but the reality is deadlock. This is used for many reasons - for example: to buy time - encourage concessions as the other parties surrender through frustration - allow deadlines to be overrun - appear to be fully engaged in the negotiation when not - grandstand to the audience (audience as in noise to listen to)
2. Unrealistic Proposals - making proposals that one knows to be unacceptable are designed to create argument - deadlock. It allows one to push the onus to the other side and make them responsible for lack of progress. It is high risk, but often tried. If the other side sees it for what it is it is matched by an equally unrealistic response. There are elements of this behaviour operating between the Greeks and Germans as I write.
3. Appeal to higher authority - referendum - seek the view of the electorate and use their answer to deadlock further.The danger is two can play at this game. Another matching game to deadlock the process or bring people to their senses.
4. Making an agreement but then take it away for approval / ratification and then finding all sorts of problems with it. Kicks can down the road, but attempts to set up opportunities to amend the agreement. Lots of this going on.
   

These techniques are used often by parties who:

• May not know what they want.
• Do not know what is likely to happen if they go through with threats or agree to something they do not fully understand.
• Have nothing to lose.
• Know it costs less to deadlock than to negotiate / make concessions.
• Find that by using frustration tactics they get rewarded - especially if some parties are keen to “get a deal”.
• Want to appear to be negotiating by being at the meeting, but have no intention of allowing progress.
• Think that winning the argument is negotiating - it is not.