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Author: Thorsten Hofmann, C4 Institute, Quadriga University Berlin

Thorsten Hofmann leads the CfN (Center for Negotiation) at the Quadriga University Berlin’s Institute for Crisis, Change and Conflict Communication C4. He is an internationally certified Negotiation Trainer and advises corporations and organisations in complex negotiation processes.

A clear case of Ambiguity – EU vs. AstraZeneca

In August, the European Union signed a framework agreement for more than 400 million vaccine doses with the pharmaceutical company AstraZeneca[1]. The drug was then approved by the European Medicines Agency on Jan. 29, 2021[2]. However, a week earlier the manufacturer surprised by announcing a reduction in supply[3]. According to the EU Commission, less than 40 percent of the expected quantity was to arrive in the foreseeable future[4].

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Negotiate aggressively – When it helps!

When attempting to achieve better negotiation results, the strategic use of emotions is often the key. In particular, anger, which is displayed in the form of aggressive negotiating, is a favorite method of intimidating one’s negotiating partner and persuading them to make concessions. However, the use of emotions in negotiations should be carefully thought through, as they can easily have the opposite effect. So, does it pay to negotiate aggressively?

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Intercultural Negotiations – Look out for Trip Hazards

The G7 Summit in Biarritz about a week ago again demonstrated the complexity of international negotiations. Especially in times of egocentric negotiators like Donald Trump and Boris Johnson, the outcome of international meetings between heads of government, on topics from escalating trade conflicts and a hopeless Brexit to climate protections and the Iran deal, can hardly be predicted in advance. All these are sensitive issues and it is essential to develop global solutions in these fields. It is not only narcissistic heads of government, however, who often complicate their negotiations on the international stage. Generally put, there are many factors to consider in every type of negotiation when the negotiating partners come from different cultural backgrounds.

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