Professional Documents
Culture Documents
Negotiator
Handbook
1
TABLE OF CONTENTS
2 3
The Naivasha Grid :
The Naivasha Grid confirms the leading role of the frontline negotiator
in the negotiation process defined along the Green Pathway. This role MORE INFORMATION :
is supported in an intermittent manner by the negotiation team which
Please consult pages 29-31 of the CCHN Field Manual
includes the frontline negotiator along the Yellow Pathway, implying
on Frontline Humanitarian Negotiation.
a critical dialogue between frontline negotiators and colleagues.
The whole negotiation process is framed by the mandator, along the Copies of the template in PDF format can be found at :
Red Pathway in terms of strategic objectives and red lines informed www.frontline-negotiations.org
by institutional policies.
4 5
Role and
Tasks of the
Frontline
Negotiator
6 7
CONTEXT ANALYSIS
Instructions :
STEP
List the key elements of information to open the
1 negotiation process STEP
Identify the most (> 6 points) vs. least (< 6 points)
4 relevant information for the upcoming negotiation.
STEP
Provide a nominal value to each element of informa-
2 tion under a series of four criteria described as follows :
8 9
CONTEXT ANALYSIS
MAX. 12 UNITS
TOTAL
Objective of the CCHN tool :
Help the negotiator distinguish the initial space of
agreements and disagreements of a humanitarian
CORROBORATED
Instructions :
STEP
Sort on the attached table all the relevant elements
1 of information of the humanitarian situation in the
Measuring the quality and traction of information
CHAIN OF CUSTODY
STEP
2
INFORMATION
SOURCE OF
10 11
STEP
Determine the agreed vs. contested nature of the
3 facts identified, and the convergence vs. divergent
character of the norms identified in the eyes of the
parties to the negotiation; ISLAND OF AGREEMENTS
STEP
Formulate the key messages connecting agreed
5 facts and convergent norms to open and maintain
a dialogue with the counterparts; Identify priority
areas of engagement around contested facts and
divergent norms.
Copies of the template in PDF format can be found at : ‹‹‹‹‹‹‹‹‹‹ ››››››››››
www.frontline-negotiations.org Normative negotiation :
Factual negotiation :
Expanding normative
Expanding factual
understanding of the parties
understanding of the based on a new consensus on
parties based on evidence applicable norms.
12 13
TACTICAL PLAN
STEP
Unpack notions and legal norms such as “human-
Tool 3 : Fostering Legitimacy and Building Trust 3 itarian principles” to ensure that the counterparts
have understood the meaning of this concept
Objective of the CCHN tools : within the given context;
Building trust with a counterpart and considering ques-
tions of legitimacy are essential parts of the relational
element to humanitarian negotiations. These tools provide
straightforward strategies to enhance the legitimacy of STEP
Enhance the angles of legitimacy of the negotiators
the humanitarian negotiation process and of the negotia-
tor and build the trust of the counterpart. 4 by analyzing the critical sources in the context (for
e.g. level of education/ experience vs. mandate vs.
local connection vs. adaptability vs. gender/age/
religion, etc.). It is important to select the most
conducive characteristics and focus to them in the
Instructions : communication about oneself.
STEP
Draw a critical analysis of their sources of legiti-
1 macy in terms of the humanitarian organization,
the negotiation objectives, and of the negotiator,
using both tools attached;
14 15
Identifying the sources of legitimacy
in a humanitarian negotiation
INDICATORS OF TRUST
SOURCES
OF
LEGITIMACY CLARITY ADAPTABILITY PREDICTABILITY
Organization
2. Assets/Liabilities : 5. Assets/Liabilities :
Negotiator
3. Assets/Liabilities :
16 17
TACTICAL PLAN
Specific to the perspective of a particular counterpart and context : Tool 4 : Determining the Typology
Aspects that are the most conducive to enhance legitimacy of a Humanitarian Negotiation
(strongest assets) :
Objective of the CCHN tools :
Provide a process to identify the type of negotiation one
is engaged in and adapt the tactic in the primary response.
Provide a process to strategically and intentionally politicize
or depoliticize the negotiation with the counterpart.
a)
STEP
b)
From the entry point of the dialogue determine
c) 2 the type of relationship the counterpart is estab-
lishing using the main question raised :
18 19
— “What do you need to operate, where, when and
with whom ?” leads to a technical relationship.
FOR MORE INFORMATION :
STEP
Discuss with your team and managers on the
4 risk mitigation measures for each of the levels;
understanding that the more political the negotiation
becomes, the more preventive measures must
be implemented to manage the possible political
implications.
20 21
22
Ascertaining the Type of Negotiation
MAIN FOCUS OF ISSUES AT STAKE COMMON SHARED TYPE OF APPROACH LEVEL OF RISK
THE NEGOTIATION OBJECTIVE (CSO)
A Political Identity/values/ princi- Sharing values Cut a deal around spe- HIGH
ples/norms cific shared values and
ignore the others
When/Where/With
Whom will you work ?
Tactical decisions :
1. At what level the counterpart is entering into the negotiation ? 4. What are my expectations
2. What are his/her expectations ? 5. What type of arguments, tactics and expertise I should bring
3. At what level should I enter into the negotiation ? forward in the discussion ?
MAIN FOCUS OF ISSUES AT STAKE COMMON SHARED TYPE OF APPROACH LEVEL OF RISK
THE NEGOTIATION OBJECTIVE (CSO)
STEP STEP
Identify potential logical arguments to help move
2
If the object is factual, refers to the section on
gathering quality information. If the object of the 5 the discussion from emotional/ political positions
to more amenable discussions on logic using a fortiori,
negotiation is more normative, isolate the norms
a contrario and a priori reasoning.
and specify the divergence.
STEP
Draw a diagram (see attached) on the tension be- FOR MORE INFORMATION :
3 tween the main norms based on their formal char-
acter (legal vs. social / global vs. local) and situate
Please consult pages 137-151 of the CCHN Field Manual
on Frontline Humanitarian Negotiation.
each norm.
Copies of the template in PDF format can be found at :
www.frontline-negotiations.org
24 25
Identifying a pathway of a normative dialogue Tactical decisions :
Social Legal
1. Assert competing
customary norms
2. Assert competing
legal norms
Opposite Norm Global
Local
Social Legal
Local
26 27
TRANSACTION
STEP
Using the checklist attached, ensure that :
2 • The meeting is prepared carefully, discussing and at
FOR MORE INFORMATION :
times agreeing in advance on potential points of tension, Please consult pages 156-167 of the CCHN Field Manual
and building as much as possible on the points of conver- on Frontline Humanitarian Negotiation.
gence and previous positive experiences.
Copies of the template in PDF format can be found at :
• The focus remains on the people involved (at the desk, in
www.frontline-negotiations.org
the room, outside the room) and assessing their relationship
in terms of authority and influence and identifying those
who are diverting attention from the ones who are deciders.
• The transaction remains a moment of dialogue rather
than a moment of resolution.
28 29
CHECKLIST TO PREPARE, CONDUCT, CHECKLIST TO PREPARE, CONDUCT,
AND DEBRIEF A TRANSACTION MEETING AND DEBRIEF A TRANSACTION MEETING
Preparing for – Do I understand the stakes for all the parties ? Common – Can we describe our institutional objectives as common
the meeting – Who will be the people participating in the meeting ? shared shared objectives ?
– Where will they come from ? objectives – Are we able to insert any convergence of norms, facts,
– What information do I have about them ? or objectives in our position ?
– What do the counterparts know about me ? Is this informa- – Were we able to raise options to be discussed when
tion conducive to a positive meeting ? confronted with resistance on the proposed terms of
– What should I expect from the discussion ? the exchange ?
– What are the points of convergence/divergence between
Agreeing on – Are we able to present clear next steps to move forward ?
the parties ?
next steps – What are the agreed results of the meeting ?
– Did I prepare an agenda for the meeting ?
– Did I share this agenda ?
30 31
TRANSACTION
Tool 7: Clarifying the Terms of the Transaction deliver on its commitments. Recognize the fact that
implementing a humanitarian agreement in a con-
flict zone is always a challenge.
Objective of the CCHN tools :
Provide a set of criteria to ensure the clarity of the
transaction and maximize the efficiency of the
implementation of any agreement. STEP
Be ready to defend the agreement against detrac-
4 tors on both sides who may take umbrage with
this agreement. Even if the negotiators share a
Instructions :
sense of purpose and accomplishment at the trans-
STEP actional phase of the process, their organizations
Identify the risks of misunderstandings or misin- and political environments will undoubtedly feel
1 terpretations by the counterpart or its organization
in the implementation of the proposed agreement.
less excited about the results of the humanitarian
negotiation which question entitlements and pow-
er relationships on both sides.
STEP
Along the list of criteria attached, elaborate the STEP
2 mitigation measures to ensure the best possible Prepare mitigation measures for the time the coun-
outcome in the implementation of the negotiated
agreement.
5 terpart will fail to deliver on its commitments as a
means to re-establish its dominance and satisfy its
constituency. Maintain by all means the relationship
with the counterpart and refrain from taking sides
around disagreements in the implementation phase.
STEP
In particular, pay a specific attention to setting up
3 a “negotiator’s hotline”, to address possible mis-
understanding in the implementation phase of the
agreement as to maintain the spirit of the agree-
ment as long as possible and avoid escalating ten-
sions between the parties in case of one failing to
32 33
CRITERIA PROPER TERMS
2. Define the Parties to the agreement orchestrate their interactions based
FOR MORE INFORMATION : roles and on the circumstances
tasks of the
Please consult pages 168-177 of the CCHN Field Manual parties; and, Humanitarian Counterpart will :
on Frontline Humanitarian Negotiation. organization will :
1. 2.
Copies of the template in PDF format can be found at :
www.frontline-negotiations.org 3. Recognize
their con-
3. 4.
nection as
required
by the cir-
5. 6.
cumstances.
7. 8.
Criteria to ensure the proper implementation of
a humanitarian agreement 9.
34 35
TRANSACTION
Tool 8 : Addressing the Human Elements tain decorum in responding to assertive points
and refrain from responding to aggressive points
of the Transaction as much as possible. If one needs to respond, for
example in rectifying a erroneous fact, maintain a
Objective of the CCHN tools : calm attitude about the counter-argument.
Provide the negotiator with several strategies that can be
implemented to reduce tension and de-escalate difficult
situations when negotiating with counterparts.
STEP
Use the de-escalation tool attached to recapture the
4 decorum of a conversation. Be cognizant that a nego-
tiation can only take place if both parties reason with
Instructions :
each other. Loading and leveraging emotions in a
STEP negotiation from sadness, anger, frustration to joyful-
Identify the risks of emotional display in a tense ness or delight are unconducive to an efficient agree-
1 meeting by making an analysis of the level of frus-
tration of the counterpart in the object or circum-
ment. There are times to display and share emotions.
There are other times to negotiate and find an agree-
stances of the negotiation. able and practical solutions to a problem.
STEP
Seek information on the contentious issue(s) before
2 the meeting and prepare to address these emotions.
FOR MORE INFORMATION :
36 37
De-escalation Protocol Step 3 : Capture the emotion to put it aside
The next step is about sidelining the emotion as one opens an ave-
nue to a new dialogue and to a potential collaboration.
1. Pause and
paraphrase
Step 4 : Reframe the conversation
The next step is to reframe the conversation without the emotion,
offering the counterpart the opportunity to express his/her con-
6. Discuss cerns in a pragmatic manner.
2. Reformulate
options
4. Reframe Step 6 : Set the terms of the discussion around one or several of
conversation these proposals
As a final step of the de-escalation process, one may reset the terms
of the dialogue around the most amenable aspects of the proposed
options so the dialogue can be launched on a new, unemotional, basis.
38 39
Role and
Tasks of the
Negotiator’s
Support Team
40 41
ANALYSIS OF INTERESTS AND MOTIVES
STEP
Tool 9: Analyzing the Position of the Counterpart Identify the rationale of the counterparts behind the
2 position
• How did the counterpart reach such position ?
Objective of the CCHN tools :
Provide a simple tool to explore and discern the tactical
reasoning and inner values behind the position of the
counterpart.
• What is the reasoning behind the position ?
Instructions :
• What is the logic of the position ?
STEP
Gather information about the position of the coun-
1 terparts and evaluate its clarity and authority
STEP
Elucidate the values and motives underpinning the
• How predictable is the timing, location and format of the
communication ?
3 position of the counterpart
42 43
• What are the inner values and motives ? Iceberg Analysis of the Counterpart
Motives, values
and identity
• What are the fears and hopes of the counterpart ?
counterpart
reasoning
Position of
Tactical
• What role is their identity (personal, institutional) playing here ?
3
FOR MORE INFORMATION :
44 45
PRIORITIES AND OBJECTIVES
STEP
Motives, Values and Identity :
2
WHY does the coun- VALUES AND MOTIVES :
terpart take such
positions ? What are — What are the inner values and motives of the
the inner motives
and values ?
organization ? What are its fears and hopes ? How
can these values and principles be unpacked and
translated to become palatable to the counterpart ?
46 47
STEP
Tactical Reasoning : Iceberg Analysis of your Organization
3 — How can the negotiator explain in lay terms how
the organization intends to operate and apply these
values in the context ?
Motives, values
Organization
and identity
reasoning
Position of
Tactical
STEP
Position of Organization :
4 — What is the position of the organization in the nego-
tiation ? Can it be communicated in clear and pre-
dictable terms for the counterpart ?
1
FOR MORE INFORMATION :
48 49
PRIORITIES AND OBJECTIVES
QUESTIONS POTENTIAL ISSUES Tool 11: Exploring the Common Shared Space
WHO is your organiza- VALUES AND MOTIVES :
tion ? What values de-
fine it as a humanitarian
Objective of the CCHN tools :
organization ? Provide a tool to build a cogent argument to explain
WHY does it want to the position of the humanitarian organization at the
operate in this context ?
negotiation table starting from its values and motives
and tactical reasoning. Doing so, the negotiator will
be able to open a common space for a genuine dia-
logue with the counterpart.
STEP
Build the iceberg of one’s own position starting from
WHAT does your
organization want out
POSITIONS : 2 the organization’s values and motives, explaining the
methods and reasoning based on these values and
of this negotiation ?
Under what terms does ending with a position to be communicated to the
it wish to operate ? counterpart (See Yellow Section Identification of own
priorities and objectives).
50 51
STEP
Draw the Common Shared Space in between the Common Shared Space of the Negotiation
3 two icebergs using the attached template, identifying
the potential shared values, tactical reasoning and po-
sitions. Be aware of the need to “unpack” and translate
core values and methods into a vocabulary that is palat-
able for the counterpart and inquire about the position,
tactical reasoning and values of the counterpart as to
find points of agreement and similarities in thinking.
V’
R’
P’
Potential Shared
Search area for :
Reasoning and
Positions
Methods
Potential
Potential
Shared
Shared
Values
FOR MORE INFORMATION :
V
R
52
P 53
1. Unpack and translate core values, methods and position of 2. Identify potential shared values, tactical reasoning and meth-
your agency ods as well as positions with the counterpart :
PRINCIPLES AND VALUES TRANSLATED INTO SHARED VOCABULARY VALUES AND MOTIVES :
ADAPTED TO THE CONTEXT
CONVERGENT ELEMENTS DIVERGENT ELEMENTS
“HUMANITY”
• •
• •
“IMPARTIALITY”
• •
• •
“NEUTRALITY” • •
• •
“INDEPENDENCE”
POTENTIAL SHARED REASONING AND METHODS :
CONVERGENT ELEMENTS DIVERGENT ELEMENTS
• •
• •
• •
• •
• •
TACTICAL REASONINGS TRANSLATED INTO SHARED VOCABULARY
ADAPTED TO THE CONTEXT • •
• •
Assistance
• •
• •
• •
• •
• •
• •
• •
54 55
NETWORK MAPPING
Instructions :
STEP
Define the axes of the two-dimensional stakeholder
1 map by putting the counterpart at the crossroads of
the two axes.
STEP
Define the location of the stakeholders on both the
2 horizontal axis based on their position regarding the
policy being negotiated, and vertical axis regarding
their identity in the eyes of the counterpart.
56 57
STEP
Engage with the stakeholders in the four quadrants FOR MORE INFORMATION :
3 of the map in order to prepare the negotiation and
mobilize positive influences based on the attached Please consult pages 250-276 of the CCHN Field Manual
template involving: on Frontline Humanitarian Negotiation.
1. Build Alliances with those in the same quadrant of Copies of the template in PDF format can be found at :
www.frontline-negotiations.org
the negotiator’s agency who have a lot to gain from
the humanitarian negotiation process;
STEP
Prioritize efforts in influencing stakeholders by assess-
4 ing the linkages between the stakeholders on the map
and the most effective avenues to leverage influence.
58 59
Mapping the Network of Influence Engage with Stakeholders
Global
Global
Local Local
60 61
DESIGNING SCENARIOS AND BOTTOM LINES
Prioritize Efforts in Influencing Stakeholders Tool 13 : Identifying the Shared Benefit
of the Negotiation *
DESCRIPTION OF ACTOR NUMBER PERCEPTION OF YOUR PROPOSED MEASURES
OF DEGREES ORGANIZATION BY
TO THE THE STAKEHOLDER
COUNTERPART Objective of the CCHN tools :
Transformative Global – ALLIANCE Provide a set of practical tools to frame the discussion
with the counterparts in terms options for compro-
mises, bottom line and red line. It further provides
simple insights in determining the best possible out-
come of the discussion based on the shared benefit
for both parties.
Instructions :
STEP
Lay down the ideal position of each party for the
1 respective parties (P vs. P’). These translate into the
‘ideal’ outcomes for each party (A).
Conservative Global – COALITION
STEP
Evaluate the shared benefit of potential compro-
2 mises and sort them in the eyes of one’s own agency
in terms of easy to agree, more demanding yet maxi-
mizing the outcomes of the negotiation, and harder to
Conservative Local – MITIGATION agree with diminishing outcome of the negotiation.
62 63
STEP
Measuring the compounded risks for each potential Step 1: Setting the ideal outcomes on both sides of the negotiation
3 compromise based on the sources of risks and their
institutional policies (see Red Section)
Ideal outcome
A’
STEP
Identify ones’ own bottom line and red line using P Your Organization Counterpart P’
4 the attached template.
A
STEP
Ideal outcome
Identify the space for optimal outcomes of the
5 negotiation of both parties.
IDEAL OUTCOME OF YOUR IDEAL OUTCOME OF COUNTERPART
ORGANIZATION (A) (A’)
* In the CCHN Field Manual, this segment is divided into “Tool 13 : Identifying the Shared Benefit
of the Negotiation” and “Tool 14 : Evaluating the Cost-Benefit of Options”. For simplicity, the two
tools have been merged in the CCHN Negotiator Handbook.
64 65
Step 2 : Evaluate the shared benefit of potential compromises Step 3 : Measuring the compounded risks of each compromise
RISKS OF
COMPROMISES
1 2 3
Easy to agree More Harder
SOURCES OF RISKS DESCRIPTION AND DEGREE OF RISKS FOR EACH POSITION
demanding to agree (LOW, MEDIUM, HIGH)
Humanitarian 1.
TIERS DESCRIPTION OF THE COMPROMISE principles
AND SHARED BENEFIT 2.
2.
3.
Legal norms 1.
2: More demanding,
yet with the highest
2.
level of shared ben-
efit (best outcome 3.
of the negotiation)
Professional 1.
standards
2.
3: Harder to agree
3.
& diminishing
impact (low benefit/
high risk) Reputational risks 1.
2.
3.
66 67
Step 4 : Identification of own bottom line/ red line Step 5 : Identify the space for optimal outcome on both sides
1: Entry level of
the negotiation TYPES OF WITHIN BOTTOM LINES BELOW BOTTOM LINES
NEGOTIATION (TO BUILD ON) (TO AVOID IF POSSIBLE)
Value-based/ Political
2: Most promising
outcome
Tactical/
Professional
3: Bottom line
(seeking the review
of the mandator)
Technical
68 69
Role and
Tasks of the
Negotiator’s
Mandator
70 71
STRATEGIC OBJECTIVES AND MISSION
STEP
Designate the person in charge of the negotiation,
2 implying that the mandator is actually delegating his/
her authority to negotiate to someone else.
STEP
Stipulate the general and specific terms of the man-
3 date in the objectives of the negotiation understand-
ing that the specific terms of the negotiation, including
the redlines are likely to remain confidential between
the mandator and the negotiator.
72 73
Specifications of a Mandate to Negotiate General Terms of the Mandate
(To be developed in a dialogue between the mandator (To be developed in a dialogue between the mandator
and the negotiator) and the negotiator)
Time period 3.
4.
Designation of
the negotiator 7.
8.
Reporting line
Key professional and eth- About its methods of 9.
ical standards : work :
10.
74 75
STRATEGIC OBJECTIVES AND MISSION
FACTUAL AND NORMATIVE SPECIFIC TERMS OF THE Objective of the CCHN tools :
TRIGGERS OF THE MANDATE MANDATE OF THE NEGOTIATOR Provide a template to facilitate a discussion between the
– Relevant facts (contested/ 1. mandator, the support team and the negotiator around
uncontested) :
the distribution of responsibilities regarding institutional
communication on the operation.
•
2.
•
Instructions :
• 3. STEP
Drawing from the iceberg analysis of your organiza-
• 1 tion, elaborate a public description of the activities
of the organization in the country, and the relevance
4. of its engagement with the counterpart. This statement
should address:
• WHY does your organization hope to operate in the par-
– Relevant norms (convergent/ ticular context ? What are our inner principles, motives and
divergent) : 5.
values ? What are the needs justifying this operation ?
• HOW does your organization operate ? What problems
•
are we trying to address ? What professional tools and
6. methods do we plan to implement ? What are the difficulties
• encountered ?
• As a result, WHAT is your position in the particular ne-
• gotiation ? What is our offer of service ? What are the terms
under which the organization is ready to operate as a point
of departure of the negotiation (i.e. best-case scenario of
•
an agreement) ?
76 77
STEP
Distribute responsibilities in terms of external communi- Elaborate a Public Statement about the Situation,
2 cation around the negotiation process among: the Activities of your Organization and the Negotiation
• The frontline negotiator
ELEMENTS OF DESCRIPTION
• The head of the local office COMMUNICATION
• The Senior management and Country Director WHO are you ? What CORE MISSION
values define your orga-
•
• The Communication Department at HQ nization as a humanitari-
an organization ? •
Communication roles should be carefully reviewed and as- WHY does your organi- •
signed as to ensure a proper internal control over the mes- zation want to operate
in this context ? •
saging of the organization. As mentioned above, messages •
coming from any part of the organization are inherently part
•
of the negotiation process.
•
•
FOR MORE INFORMATION : WHAT does your ABOUT THE NEGOTIATION PROCESS
organization want out
Please consult pages 332-339 of the CCHN Field Manual of this negotiation ? •
on Frontline Humanitarian Negotiation. What is its starting
position ? How does it •
Copies of the template in PDF format can be found at : want to communicate
•
this position ?
www.frontline-negotiations.org
•
78 79
INSTITUTIONAL POLICIES AND RED LINES
Distribute Responsibilities for Communication Around Tool 17: Identification of Red Lines
the Negotiation
EXPECTED DEMAND LOW MID HIGH AGREED Objective of the CCHN tools :
FOR INFORMATION RESPONSE AND
DISTRIBUTION OF Provide a series of tools to assist in the discussion between
RESPONSIBILITIES the mandator, the negotiator and the negotiation team
Level of attention locally on the limits of their mandate based on the various sources
of rules, norms and policies within the humanitarian orga-
nization and specific to the operational context.
Level of attention
internationally
STEP
Define the red lines for the negotiation with the main coun-
2 terparts and stakeholders and prepare a regular conversation
with the negotiator, negotiation team and mandator.
Level of attention
from donors and other
international actors
80 81
Identify the Legal Red Lines of the Negotiation Identify the Institutional Red Lines
Neutrality :
Independence :
Duty of care
International law
“Do no harm”
Security protocol
82 83
Identify the Professional Red Lines Identify Moral and Ethical Red Lines
Reputational risk
Professional
aid standards
Professional
negotiation
standards
84 85
Apply the Red Lines to the Counterpart and
other Stakeholders of the Negotiation
ISSUES BEING 1 2 3 4 5
NEGOTIATED
86 87
CCHN Toolkit on Frontline Humanitarian Negotiation
The CCHN Field Manual on Frontline Humanitarian The CCHN Facilitator Handbook provides all the necessary
Negotiation proposes a comprehensive and systematic information and references to facilitate a peer workshop
method to conduct humanitarian negotiation. It offers a set on humanitarian negotiation with colleagues. It accompa-
of practical tools drawn from field practices and a step-by- nies CCHN Facilitators as they build their own capacity to
step pathway to plan and implement negotiation processes present and use CCHN tools and methods. The CCHN offers
in a structured and customized manner. regular training sessions to CCHN members to become a
certified CCHN Facilitator.
The CCHN Field Manual on Frontline Humanitarian Negoti-
ation is available online and for download at no cost. A hard The CCHN Facilitator Handbook is available online for
cover print version can be purchased at www.frontline- members of the CCHN’s global community of frontline
negotiations.org. negotiators. Printed copies can also be purchased at
www.frontline-negotiations.org.
The CCHN Negotiator Handbook offers the collection of
updated CCHN tools for direct use in current negotiation Designed for note-taking during meetings, the CCHN
processes. It outlines how to apply each tool of the CCHN Negotiator Notebook includes key fact sheets related to
Field Manual with background guidance and step-by-step humanitarian negotiation and templates from the CCHN
instructions. All tools are provided in full-page printable Field Manual. With the Negotiator Notebook, users have
format in addition to the supporting information so that the essential negotiation tools and concepts always at
frontline negotiators, the support team and mandators can their fingertips.
use and share the tools in their everyday work. The CCHN
Negotiator Handbook also serves as the point of reference The CCHN Negotiator Notebook is available only in a
for participants during the CCHN Peer Workshop. printed format. It can be purchased at www.frontline-
negotiations.org.
The CCHN Negotiator Handbook is available for download
at no cost online. Printed copies can be purchased at CCHN Connect is a community-powered online forum on
www.frontline-negotiations.org. humanitarian negotiation. It provides a platform for human-
itarian professionals to discuss challenges and dilemmas
The CCHN Case Studies present the application of the of humanitarian negotiations and connect with peers from
negotiation tools of the CCHN Field Manual to real-life around the world. The forum is packed full of interviews with
situations from the field that have been synthesized and frontline negotiators, blog series, research papers and more.
decontextualized for the purpose of the exercise and main-
taining confidentiality. Each case study takes the reader CCHN Connect is reserved for members of CCHN’s global
through a negotiation process, illustrating the implementa- community of frontline negotiators. It can be accessed at
tion of key tools at the different stages of the process. community.frontline-negotiations.org
88 89
IMAGE CREDITS
P. 6 : MSF Response Measles Vaccination. (Am Timan District). (MSF/Juan Haro)
P. 7 : ICRC staff member listening to group of women who flee violence and were a victim of sexual violence.
(Courtesy of Shirin Sultana)
P. 40 : Nazlat Isa, Tulkarem district. ICRC car passing the checkpoint. (ICRC/Virginie Louis)
P. 41 : Aden besieged. (MSF/Guillaume Binet)
P. 70 : World Food Programme distributes aid in Haiti in wake of Hurricane Matthew.
(UN Photo/Alexis Masciarelli)
P. 71 : Syria. UNHCR continues to provide assistance for the internally displaced people in rural south Aleppo.
(UNHCR/Antwan Chnkdji)
P. 87 : Access to HealthCare in Saada and Amran governorates. (MSF/Agnes Varraine-Leca)
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