Técnicas de negociación

Presentación del tema: "Técnicas de negociación"— Transcripción de la presentación:

1 Técnicas de negociación

2 Técnicas de negociación
Introducción Objetivos de aprendizaje Definición e importancia El proceso de negociación Disociación de la persona y el puesto Ataques predecibles Normas humanitarias Estilos de negociación Ejercicio Material required for the exercise: Print out of slide 5 & 12 Preparing for negotiation form Técnicas de negociación

3 Técnicas de negociación Objetivos de aprendizaje
Comprender la importancia, las técnicas y los objetivos de la negociación con el fin de lograr una facilitación eficaz por parte del módulo de acción agrupada de seguridad alimentaria. Ello incluye: Unos principios básicos para tratar con asociados maleducados o combativos. Comprender la diferencia entre valores y posturas. Comprender qué es una negociación práctica. Conocer la diferencia entre la negociación basada en principios y la basada en posturas. <<Note for the facilitator: This module is spread over two days. On day 3 of the training, 30 minutes are allocated; 20 minutes for theoretical context and 10 minutes to introduce the evening assignment. The morning of day 4 is allocated to ‘practicing’ the concepts. This will be done in role plays per group (3 groups of 20 minutes – 10 minutes role play and 10 minutes discussion). Time available for the full module is 130 minutes, divided over: Day 3: 20 minutes - Basics for effective negotiations 10 minutes – Introduction evening assignment Day 4: 25 minutes – Prepare the role play 60 minutes – Role plays (3 groups of 20 minutes, 10 minutes role play & 10 minutes discussion) 15 minutes – Wrap up of negotiation skills Understand the importance, techniques, and objectives of negotiation in order to provide effective facilitation in the food security cluster. Supporting Learning Objectives: Understand the basic principles in dealing with rude or combative partners in order to better handle stressful environments and miscommunication during cluster situations in the field. Understand the difference between values and positions of a partner in order to better reach common ground and understanding during negotiation. Learn and demonstrate an understanding of practical negotiation with a focus on principled negotiation. Understand and demonstrate an awareness of principled vs. positional bargaining Técnicas de negociación

4 Técnicas de negociación
Pertinencia del tema ¿Por qué se trata este tema? La negociación es necesaria para lograr un consenso, que a su vez es necesario para lograr una actuación coordinada. ¿Cuál es su relación con mis tareas cotidianas? El personal de los módulos de acción agrupada debe negociar en busca de un consenso en la evaluación y el análisis coordinados, la elaboración de estrategias, el examen de proyectos y la labor de promoción. This module will focus on providing a high-level overview of the General Humanitarian Context and will set the stage for the next module’s specific introduction to the Food Security Cluster. Some topics that will be touch upon in this module, will be discussed in more detail later in the training. The Learning Objectives and Supporting Learning Objectives defined for this module are: Learning Objective 1: Understand the meaning of “humanitarian reform.” Briefly outline humanitarian principles and International Humanitarian Law. Understanding should be to a degree sufficient to provide adequate explanation, without the aid of reference, to others with no prior knowledge of these concepts. Supporting Learning Objectives: In broad strokes highlight differences and similarities between various organizations’ codes of conduct, guiding principles and strategic objectives. Define “humanitarian principles” and “international humanitarian law” and give examples of their application in operations. Identify and evaluate the “humanitarian reform” initiative and give positive and negative examples of its application. Learning Objective 2: Understand the structure and objectives of the humanitarian response architecture, and be able to discuss advantages and challenges of its application in operations. Understand the mission and purpose behind OCHA and UNDAC. Understand the roles and responsibilities of the HC/RC and other structures such as integrated missions and double hatting. Specifically address how they relate to pillars of reform. Understand the relationship between the UN, OCHA, NGOs, and other organizations such as Red Cross/Red Crescent, donors, and governments. Understand civil-military cooperation/liaison Learning Objective 3: Understand the background, structure, and objective of the Clusters. Understanding should be to a degree sufficient to provide adequate explanation, without the aid of reference, to others with no prior knowledge of these concepts. In day-to-day language, explain the cluster system. Understand why and how the cluster system was first established and how it has developed over the years. Discuss and understand the “Principles of Partnership.” Discuss and understand “cluster lead agency” and “provider of last resort.” Identify the different global clusters, their terms of reference (TORs – including overlaps and linkages), and their associated cluster lead agencies. Discuss interaction between clusters, OCHA, donors, and governments. Discuss generic roles and responsibilities of cluster coordinators and information managers (not specific to food security). Discuss the role of cross-cutting issues in clusters. Discuss common methods of operation for clusters (not specific to food security). Técnicas de negociación

5 Técnicas de negociación – Función del módulo de acción agrupada
Planificación y ejecución de los proyectos por las distintas organizaciones – – Análisis, planificación y seguimiento a nivel sectorial por el módulo de acción agrupada ¿En qué consiste el consenso? Una decisión a la que se llega a través de la negociación <<Note for the facilitator: introduce the training participants to the definitions of negotiation and consensus. In the cluster context the terminology ‘building consensus’ is regularly used. Building consensus is in fact a form of negotiation striving to meet the interests of both parties>> Question: What is a negotiation? Negotiation is a dialogue between two or more people or parties, intended to reach an understanding, resolve point of difference, or gain advantage in outcome of dialogue, to produce an agreement upon courses of action, to bargain for individual or collective advantage, to craft outcomes to satisfy various interests of two person/ parties involved in negotiation process. Negotiation is a process where each party involved in negotiating tries to gain an advantage for themselves by the end of the process. Negotiation is intended to aim at compromise. What is consensus? Consensus: is a decision achieved through negotiation whereby a solution is arrived between parties to an issue, dispute or disagreement, comprising typically of concessions made by all parties, and to which all parties then subscribe unanimously as an acceptable resolution to the issue or disagreement. Consensus building: A collaborative decision-making and planning process whereby issues are discussed across a range of perspectives to: Identify common interests Work towards common goals Reach agreement on a strategic operational framework and response priorities for the sector while allowing for diversity in programme approach Why are negotiation skills important for FSC staff? When responding to a humanitarian operation, FSC staff will be working closely with a range of other partners that can include: National authorities from the host and neighbouring nations at all levels Donor government representatives The international and national humanitarian community (NGOs, UN Agencies, Religious Institutions) Corporations Individuals FSC staff will be negotiating with these groups to improve the coordinated delivery of humanitarian assistance. As a negotiator, establishing trust is an essential first step in any process – build credibility and trust by working in a manner consistent with humanitarian principles and by following through on promises and obligations on a consistent basis. These actions to develop trust can serve as a basis for developing a working relationship with your negotiation partner. Repuesta mediante programas

6 Técnicas de negociación El proceso de negociación – etapas
Exponer y defender la postura propia. Escuchar y hacer preguntas sobre las de los demás. Reunir los posibles puntos de acuerdo. Llegar a un acuerdo final. Preparar Iniciar y argumentar Explorar y señalar Recapitular y concluir Sostener <<note for the facilitator: There are different approaches to the stages in a negotiation process. They can vary in number and consolidated level. The visual depicted on this slide shows a detailed approach to the negotiation process, to break down to understandable and well defined activities during negotiation. The aim of this slide is that negotiation or consensus building refers to processes that incorporate a number of steps. An important point to make is that preparation for a negotiation is essential: know what you want and try to anticipate on what your counterpart wants. Know your options, scenarios and alternatives. Bottom line is to use what works for everybody personally. The visual should not be used blindly, but should be considered and applied according to the negotiation context. The most important skill required for effective negotiation processes is to be able to read the situation in the moment and adapt as appropriate.>> Prepare: The overall action in preparation is to be ready for every stage of the actual negotiation. In preparation, you may walk through many scenarios and prepare for many eventualities. In this phase you should also consider your ‘position’, ‘principles/values’, BATNA (Best alternative to a negotiated Agreement) and WAP (walk away point). Position: a requirement/viewpoint from which there is little movement. Principles: the needs and goals that underlie the position. Ask why any position is taken. Probe for the deeper reasons. Knowing the interests might also lead to identification of alternative positions. Open: The purpose of the opening stage is to position yourself and your needs, letting the other person know what you want, both as an outcome and in the process of negotiation. Be confident and show that you know what you are doing and where you are going. State your case: paint the context, state the need and position. Listen to their context: First – just don’t talk and listen. Then probe for understanding, understand the person (beliefs, values, preferences) and find what they really want. Argue: the serious exchange of views begins. This can be uncomfortable as the goal is to proof that your own position is valid while questioning the other person’s positions. Explore: So far you have established what you each want and now can move towards one another, seeking a way forward. Take the time to explore, gain more information about the other person and their needs and build a relationship. Build trust, discover areas of agreement and difference, explore ways to reach agreement and feel your way forward. Signal: Signalling is a relatively short phase of activity in which (usually) both parties prepare to move from their initial position. It indicates a willingness to negotiate. Show readiness to move, indicate how you might be persuaded to ‘move’ and indicate possibility. Wait for their signal and then move towards concession. Package: In this stage the goal is to build potential solutions. The final agreements is not yet being hammered out and you are considering alternatives exchanges without feeling obliged to complete the exchange. Identify agreeable trades, use elegant negotiables and help them think. Make conditional proposals (if you…. Then I…..) Close: As your packaging reaches a complete solution, you can move towards the idea of closing on a final deal. Signal readiness to close, attempt closure, move steadily and surely to close and agree the details. Confirm the agreement. Sustain: When the deal is closed and seems to be complete, the end may not yet be in sight. Many negotiations have a future element, where the main agreement is for future action. Saber qué se quiere. Comprender qué quieren los demás. Procurar comprensión e indagar posibilidades. Indicar la disposición a trabajar en colaboración. Asegurarse de que se pone en práctica lo acordado. Técnicas de negociación

7 Negociaciones inteligentes
Intereses antes que posturas Disociar a las personas del problema Aplicar criterios objetivos Procurar que todos salgan ganando This the classic “Getting to Yes” suggested improvements in negotiation method. A wise negotiation is one that is durable, sustainable, will hold together the required period One that does not damage the relationship and may improve it. Go through the four and provide examples of each. Use the Spectrum on the floor: and ask people to take a position on the following: What is your position on drug testing for all Cluster members? What is your position on drug testing for airline pilots? Emphasize that it is important to get at interests behind positions.

8 Técnicas de negociación El proceso de negociación – Preparación
Principios: razones subyacentes para optar por una postura. Postura: solución propuesta (con arreglo a unos principios). ¡Necesidad de comprender los principios aplicables a fin de mejorar la negociación! Comprender la postura propia. Comprender al posible asociado en la negociación. Comparar motivaciones: en qué se está de acuerdo o en desacuerdo. Ámbitos de acuerdo Ámbitos en los que una solución satisfará a todas las partes. Prestar atención a las coincidencias de intereses, motivaciones y valores de cara a la solución. Si no existen ámbitos de posible acuerdo, replantear el debate. Alternativas al acuerdo ¿Qué alternativas hay? ¿Cuáles son los siguientes pasos? Si la solución supera a la alternativa: pensar en llegar a un acuerdo. Si la solución es inferior a la alternativa: pensar en continuar. Preparation for the Business Eggs negotiation exercise <<Note for the facilitator: main message to deliver with this slide is that it is recommendable not to negotiate simply based on a ‘position’ – a solution put forward, that doesn’t have much flexibility. Often it is the better solution to ensure that you understand all underlying aspects at both sides. You might find that more ‘positions’ could deliver your interest. Approaching negotiations from a principled point of view will allow identification of alternative solutions and creates space for ‘negotiation’ (or consensus). In addition, understanding the underlying principles will facilitate a smooth negotiation process (less risk for conflict situations)>> Principles: In any negotiation process, you must identify the values and principles that are influencing that process. They often entail some combination of cultural, security, recognition, and control issues, or the desires, concerns or goals of a negotiating party in a negotiation process. These show the underlying reasons that both you and the person or group that you are negotiating with choose certain positions in the bargaining process. Identifying principles and values can lead to a greater understanding of each situation. It can also service as the basis for understanding areas of possible agreement that can lead to a mutually beneficial solution of the situation. Positions: A position is often defined in the solution that a party puts forward and can be strongly defended by a negotiator. A position is usually determined by the principles of a negotiating party in the negotiating process. If you focus only on the position that you or your negotiating partner advocate, you will be missing the foundational issues at stake that are leading to the need for negotiation. If you focus only on positions instead of principles, you risk ensuring entering into an unproductive situation where each side simply states its positions. This could potentially lead to resolution in simple situations. However, it will not strengthen the relationship between parties that should be working closely together now and in the future. Also, stating only positions will often prevent you from reaching mutually beneficial solutions in complex situations. Understand the principles involved to improve negotiation: Understanding yourself. Think of your role within your organisation. Discovering your own motivations (principles and values) is key to understanding how you will react in a negotiation. Understanding your potential negotiation partner. Think of their role within their organisation. Then compare your motivations with those of your negotiation partner: which areas are similar and which are divergent? What will happen if it is impossible for you to come to an agreement through negotiation? Areas of agreement: Explore and define areas of possible agreement. This is the area in which a solution will satisfy all parties. Focus on possible overlaps of interests, motivations and values as the foundation for building a solution. If there are no areas of possible agreement, consider reframing the discussion and try to invent options for mutual gain. Establish what your Best Alternative To A Negotiated Agreement (BATNA) is and what your Walk Away Point is (WAP). Alternatives to agreements: Think of what other alternatives are available if a negotiated agreement can not be reached for you and your negotiation partner. This knowledge will help to inform you how to proceed with the next stages of the negotiation. If the solution exceeds your best available alternative then you may want to agree on the solution. If the solution is less suitable than your available alternative then consider continuing the negotiation or following your alternative. Técnicas de negociación

9 Técnicas de negociación El proceso de negociación – Intereses en juego
Introduce Business Eggs Exercise Divide group into pairs. Give Dr. Smith to one and Dr. Brown to the other. As them to read their page first and then find a place to conduct their negotiation. Give them minutes for the negotiation. Bring them back to the room and process the results. Focus on the win/win solution the focus on interests before positions. How they dealt with issues of details and complexity Alernative: <<Note for the facilitator: these two video clips are taken from the Service Mindset Training of the Logistics Cluster. The first clip outlines a problem: a disagreement between two meeting participants on the load plan suggested by the Cluster Coordinator. The second clip shows how the cluster coordinator listens to the ‘positions’ of both partners, bring in the bigger picture (underlying principles) and seeks for areas of agreement and alternatives. The purpose of these two clips is to demonstrate the value of the introduced negotiation process to a practical situation>> After showing the video, ask the training participants what the common underlying principles are – what are the arguments a FSC staff can bring into a discussion to find ‘common ground’ in a negotiation process? Técnicas de negociación

10 Técnicas de negociación Disociación de la persona y el puesto Dureza con el problema, suavidad con las personas ¿Por qué es importante disociar a la persona del puesto que ocupa en su organización? Ello ayuda a encontrar soluciones que beneficien a ambas partes Permite abordar los problemas sin que salga perjudicada la relación Puede ayudar a fomentar la confianza Ayuda a obtener una perspectiva más clara del problema <<Note for the facilitator: This slide’s aim is to ensure understanding of the importance or relating to the ‘negotiating’ partner as a person, no matter how much you disagree with the position they take. Try to see person and position as two separate issues.>> Separating the person from the position helps in finding mutually beneficial solutions and is a part of building relationships in humanitarian response. People can become personally involved with the issues and their organisation’s position and so may take response to those issues and position as personal attacks. Separating the people from the issues allows the parties to address the issues without damaging their relationship. Good negotiators know how to accomplish this separation in culturally and contextually appropriate ways. It also helps all parties to get a clearer view of the problem. Even if you do not agree with the position taken by an individual, try to relate to them as people dealing with concerns similar to those of your own. This is crucial to get a true understanding of alternatives to a negotiated agreement and areas of possible agreement. It can help build respect and truest that can lead to strengthened relationships and future collaboration. Your negotiation partner will immediately recognise and appreciate your ability to separate them as individuals from their duties and responsibilities as representatives of their agencies. If your negotiation stalls, try to call on objective standards to break the impasse. It may be easier to find a solution using a standard that both sides can agree on. Técnicas de negociación

11 Técnicas de negociación Responder al juego sucio y a ataques predecibles
¿Cómo responder en un proceso de negociación? Reconocer de qué se trata. No atacar a los que nos atacan. Intentar averiguar el motivo del ataque. Considerar que un ataque va dirigido al problema subyacente (no a usted o la organización a la que pertenece). Reconocer el ataque, redirigirlo y validarlo como ataque hacia el problema común. Hacer preguntas, dialogar. Reorientar hacia una salida capaz de resolver el problema. Ilustrar la importancia fundamental del asunto. Poner el arrebato como ejemplo de la necesidad de disociar a la persona del problema. <<Note for the facilitator: This slides provide guidance on how cluster personnel can deal with ‘attacks’ in negotiation process. Most important point is to not take the attack personally and keep seeking for ground to discuss and find solutions>> Question: How can you respond to ‘attacks’ in a negotiation process? An attack in this context could for example be a comment on you or your organisations visions, point of view or ‘handling’. (briefly discuss) Humanitarians will have to endure and react to attacks against: Themselves Their operational choices Their organisations These attacks may come from within or outside your own organisation and may be insulting, personal in nature and/or unprofessional. In specific situation where negotiating partners are verbally attacking you or your organisation you can use the following tactics: Do not attack those attacking you Counter attacking will only entrench you in positional bargaining tactics Although a situation may be emotionally charged – try and find the reason for the attack View an attack on you or your organisation as an attack on the underlying problem Acknowledge the attack – reframe and validate the emotion as being against the common problem Ask questions to change from attack-mode to discussion of options to diffuse the situation Use open ended questions to re-direct the flow of conversation to issues that can solve the problem Use these negotiation tactics to help you be solution oriented, professional and in control of these situations. Using these ‘tools’ might help you protect yourself and your organisation in high stress emergency response environments and highly political protracted aid delivery scenarios. Often a direct attack can signal a boiling point of emotion or activity, signalling a crisis point in the discussions. If not managed properly, this emotion can lead to a breakdown of discussions as rounds of recriminations reinforce positional bargaining and prevent creative solutions. A skilled negotiator will use an attack of another negotiation partner to: Skilfully change the flow of a discussion Illustrate the critical nature of the issue or problem Use the outburst to show the need for separating the people in the room from the problem under consideration Técnicas de negociación

12 Técnicas de negociación Aplicación de criterios objetivos Normas humanitarias
Aplicación de normas (tales como convenios o principios humanitarios) y uso de expertos que faciliten el proceso. Demostrar que las negociaciones: se mantienen de buena fe se basan en criterios objetivos son justas y razonables no obedecen a preferencias o sesgos personales Es más fácil llegar a acuerdos y conservar las relaciones. Puede favorecer su credibilidad como agente humanitario. <<Note for the facilitator: ensure with this slide that training participants take away that the use of ‘objective humanitarian standards’ and experts can facilitate a negotiation process. They can help getting/keeping a negotiation process out of discussions on personal opinions and interest and to put the humanitarian interest first. At the end of this slide, the ‘humanitarian standards solution’ video from the Service Mindset Training of the Logistics Cluster may be shown. This should be introduced as ‘looking at the concept’ as it the video is related to the logistics concept>> Good negotiations can use standards and experts who represent these standards to facilitate the process. These higher standards can demonstrate that negotiations are: In good faith Based on objective criteria Fair and reasonable Not based on personal preference or bias Decisions based on objective standards make it easier for partners to agree and preserve their good relationship. There may be times when you can cite agreed humanitarian standards when your negotiation stalls. You can do this to: Guide a specific discussion away from contentious details Remind participants that there is a higher standard at work These higher standards can give you credibility as a humanitarian and help to de-personalise the situation and can diffuse tension. Técnicas de negociación

13 Técnicas de negociación Estilos
Competitivo Yo gano – Tú pierdes Colaborativo Yo gano – Tú ganas Conciliador Yo gano en parte – tú ganas en parte Yo pierdo en parte – tú pierdes en parte Interés por el fondo del asunto Elusivo Yo pierdo – Tú pierdes Acomodaticio Tú ganas – Yo pierdo <<Note for the facilitator: the purpose of this slide is to ensure that cluster staff are aware of the different negotiation styles they can apply themselves, but also they will encounter in their ‘negotiation’ processes along the way. Also within the humanitarian context the 5 styles can be encountered – depending on the counterpart, their position, their role, their power – but also on the ‘phase’ in an operation.>> Most negotiators have one or two preferred negotiation styles. Ideal is to be able to choose to apply the most appropriate negotiation style to each type of negotiation, and to be able to switch negotiation style depending on who you are negotiating with and other important elements of your negotiation context. All fine profiles are useful in different situations. Compete: competitive style negotiators pursue their own needs. They usually don’t want others to suffer and lose, they are just narrowly focused on their shorter term gains and plunder through negotiations like a pirate. They often use whatever power and tactics they can, including their personality, position, economic threats, brand strengths or size or market share. When to use? When you need to act or get results quickly. Competition is critical when you are certain that something is not negotiable and immediate compliance is required. Accommodate: For accommodating style negotiators, the relationship is everything. Accommodating profiles think that the route to winning people over is to give them what they want. When to use? When you or your organisation are at fault, repairing the relationship is critical and if you have nothing else that would benefit the other side. If you are in a very weak position then sometimes your best option is to give in gracefully. Avoid: This is most referred to as ‘passive aggressive’. People who habitually use this style really dislike conflict. Rather than talk to you about the issue, avoid styles may instead try to take revenge without you knowing it. When to use? When the value of investing time to resolve the conflict outweighs the benefit, or if the issue under negotiation is trivial. Sometimes there is just not enough at stake to risk a difficult conflict situation. Compromise: Compromising is a style that most people think of as negotiation, but in reality compromising is usually just haggling. Compromising often involves splitting the difference, usually resulting in an end position of about half way between both party’s opening position. People who take the most extreme starting position tend to get most. When to use? When you are pushed for time and you are dealing with someone who you trust. They also need to be clear that it would not be in their best interest for them to ‘win’ a cheap victory. Both parties win and lose – but make sure you win the right things and lose the right things. Collaborate: Most people confuse win/win or the collaboration style with the compromising style. This is most definitely not the case. Win/win is about making sure both parties have their needs met, and as much mutual value as can be created is created. Win/win negotiators usually evolve through the other profiles, they grow into a collaborative negotiation style. When to use? Under most circumstances collaboration is the primary style you should use for most goals in negotiations. Question: Can we put a day-to-day example against these five negotiation styles? A competing negotiation style is for example more likely to be applied at the onset of an emergency. Depending on the context and relationship, an accommodating style with national authorities. And a collaborative style with Cluster members. Interés por la relación Técnicas de negociación

14 Técnicas de negociación
Pertinencia del tema ¿Por qué se trata este tema? La negociación es necesaria para lograr un consenso, que a su vez es necesario para lograr una actuación coordinada. ¿Cuál es su relación con mis tareas cotidianas? El personal de los módulos de acción agrupada debe negociar en busca de un consenso en la evaluación y el análisis coordinados, la elaboración de estrategias, el examen de proyectos y la labor de promoción. This module will focus on providing a high-level overview of the General Humanitarian Context and will set the stage for the next module’s specific introduction to the Food Security Cluster. Some topics that will be touch upon in this module, will be discussed in more detail later in the training. The Learning Objectives and Supporting Learning Objectives defined for this module are: Learning Objective 1: Understand the meaning of “humanitarian reform.” Briefly outline humanitarian principles and International Humanitarian Law. Understanding should be to a degree sufficient to provide adequate explanation, without the aid of reference, to others with no prior knowledge of these concepts. Supporting Learning Objectives: In broad strokes highlight differences and similarities between various organizations’ codes of conduct, guiding principles and strategic objectives. Define “humanitarian principles” and “international humanitarian law” and give examples of their application in operations. Identify and evaluate the “humanitarian reform” initiative and give positive and negative examples of its application. Learning Objective 2: Understand the structure and objectives of the humanitarian response architecture, and be able to discuss advantages and challenges of its application in operations. Understand the mission and purpose behind OCHA and UNDAC. Understand the roles and responsibilities of the HC/RC and other structures such as integrated missions and double hatting. Specifically address how they relate to pillars of reform. Understand the relationship between the UN, OCHA, NGOs, and other organizations such as Red Cross/Red Crescent, donors, and governments. Understand civil-military cooperation/liaison Learning Objective 3: Understand the background, structure, and objective of the Clusters. Understanding should be to a degree sufficient to provide adequate explanation, without the aid of reference, to others with no prior knowledge of these concepts. In day-to-day language, explain the cluster system. Understand why and how the cluster system was first established and how it has developed over the years. Discuss and understand the “Principles of Partnership.” Discuss and understand “cluster lead agency” and “provider of last resort.” Identify the different global clusters, their terms of reference (TORs – including overlaps and linkages), and their associated cluster lead agencies. Discuss interaction between clusters, OCHA, donors, and governments. Discuss generic roles and responsibilities of cluster coordinators and information managers (not specific to food security). Discuss the role of cross-cutting issues in clusters. Discuss common methods of operation for clusters (not specific to food security). Técnicas de negociación

15 Técnicas de negociación