CONCLUSION. We started this module pointing out the challenge that multilateral negotiations represent for DCs and LDCs

We started this module pointing out the challenge that multilateral negotiations represent for DCs and LDCs, because of the imbalance of multilateral trade negotiations and because of the financial and human costs it implies. We have tried to provide information, both on the substance and the process of MTNs, which could assist DCs in their response to this challenge.

Reviewing the main principles of the theory of negotiation helps in the analysis of your partner/opponentХs behaviour. Understanding the process and the rules is crucial for becoming proactive and using the rules in your favour. Finally, having a clear picture of the range of tools that could be available can be useful for the strategy that will best respond to your countryХs needs and expectations.

However, it is worth keeping in mind that knowing and understanding the issues, principles and rules cannot, in any way, guarantee the successful outcome of a negotiation, which depends upon much more complex variables and external factors, including many that are beyond the reach and influence of any negotiator, such as the relative economic and political weight of your country, the international context, the balance of power within the negotiations, the possible alliances etc.

However even without guaranteeing your future success in negotiations, this training module will hopefully have contributed to improve your prospects by:

б highlighting the specificities of international trade negotiations;

б raising the issue of the underlying strategies of your partners;

б helping in organizing the negotiating process in a coherent way;

б raising awareness on a number of tools that might be useful in your negotiating strategy.

It is possible to draw a certain number of conclusions at the end of the module. Compromise and collaborative attitudes increase the chance of satisfying most parties. This appears even more crucial for developing countries that do not have the capacity to pursue a competitive strategy and exert intense pressure on their developed trading partners. However, it does not mean that a DC or LDC should accept all the demands made by the developed partners. On the contrary, it should have a clear understanding of the issues at stake and their implications to be able to act in line with its needs and priorities. Research and analysis are therefore crucial to prepare adequately for the negotiations and a proactive attitude is necessary to bring forward your demands.

Similarly, the most reasonable strategy for developing countries is to create or join a coalition which will be better equipped to defend their interests. Coalition-building can then be seen as a way to counterbalance the unequal distribution of forces in international trade negotiations, with the objective of Тleveling the playing fieldУ.

Last and not least, it is also important to recall that negotiating strategies and tactics should always be part of a broader development strategy. Achieving certain goals in a negotiation must have a rationale in terms of social and economic development of the country. Any negotiating strategy has to be grounded in long-term, comprehensive, multi-sectoral development goals. No matter how good you are as a negotiator, you need a clear framework set at the national level to be able to draft negotiating proposals that are meaningful for your country. Knowing the interests of your country is as important as any negotiating technique that we have reviewed in this module.

A good negotiator must always be able to keep in mind the big picture and the overall objective, while having at the same time the necessary substantive skills to negotiate the technical terms and the specific provisions of the agreements. Avril Gil, negotiator of the Oslo process between Israel and Palestine, summarizing this in a metaphor: " A good negotiator has the ability to see the forest and the individual tree at the same time У.

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