NEWS. VIP SPECIAL EDITION MAGAZINE GLOBAL MINDSET

Dear readers,
Welcome

 

It is a great honour to present the new section VIP Special Edition of Magazine Global Mindset, “Navigating smoothly around the world”. Magazine to reach and connect executives, diplomats and students.

This VIP Special Edition will find exclusive interviews with outstanding and internationally successful entrepreneurs and excellencies.

In the first edition, we will have a big honour to share an Exclusive VIP Interview with His Excellency Hidehisa Horinouchi, Ambassador of Japan to the Kingdom of the Netherlands.

In Magazine Global Mindset, you will also find articles by our international writers specialising in Protocol, Diplomacy, Cultural Intelligence and Etiquette, and being the best place to promote your company internationally. At ProtocolToday, the Netherlands, we work with high-level international standards.

Cordially, you are invited to register to be part of the Club VIP Special Edition Magazine Global Mindset.

“We are a capacity development company connecting values, cultures, organisations, individuals and societies around the world.”

Kind Regards,

Adriana Flores, Publisher and Editor

Wilfredo Pérez, Co-Editor

And

ProtocolToday Team

Share this article

Share on facebook
Facebook
Share on twitter
Twitter
Share on linkedin
LinkedIn

ProtocolToday Magazine Global Mindset
Contact person: A. Flores
M: +31 06 1168 1465
E: magazine@protocoltoday.nl

W: www.protocoltoday.nl
LinkedIn | Facebook |  Twitter

VIP Interview with H.E. Jamal Al Musharakh, Ambassador of the UAE to the Kingdom of the Netherlands

Exclusive VIP Interview with H.E. Jamal Al Musharakh, Ambassador of the United Arab Emirates to the Kingdom of the Netherlands, ‎The Hague,  8th ‎April ‎2022.

 

What is it like to be an ambassador?

This is a question I believe I am being asked for the first time. I think that being an ambassador is embodying what your country stands for and what your country has provided you with as stepping stones toward becoming an ambassador. For us in the UAE, our leadership is very keen to provide the right opportunities from birth, whether it is education, opportunities for higher education, and providing the population with the skills to not only deal with future challenges but also opportunities.

The traditional view of an ambassador is that he or she is political. However, an ambassador must also be equipped to deal with a wide array of focus areas, such as cultural or economic issues. As the world’s issues have become more thematic and dynamic, so has the role of an ambassador.

Climate change, youth empowerment, and women’s empowerment are all top priorities for us in the UAE. As an ambassador, one must be adaptable to convey the country’s policy on these issues when serving abroad.

I have been appointed as Ambassador to the Kingdom of the Netherlands and submitted my credentials a week ago. Today is actually the third month since I have been here, and I am looking forward to truly conveying our foreign policy in our thematic focus areas and working on them together with The Netherlands.

What are your first impressions of The Netherlands?

Since my arrival, until I presented my credentials to the King, I have been greeted with the utmost hospitality.

What are your specific experiences as the UAE’s representative in the Netherlands?

I have been here for three months, and all I can say is that I have been treated with the utmost hospitality from the moment I stepped off the plane until I presented my credentials to His Majesty the King. Indeed, I want to share the UAE experience with the Netherlands and further explain the UAE’s priorities and the commonalities we share with The Netherlands.

There are many similarities, common focus areas, and future visions, such as the focus on food security and climate change. I have also been assigned as the Commissioner-General of the UAE Pavilion at the Floriade EXPO, which will take place over the next six months. We want to tell the story of the UAE and our focus on environmental preservation and climate change. The UAE will also host Cop 28 in Abu Dhabi, and since I know that climate change is a focus topic of The Netherlands, too, we are looking forward to working together with the Netherlands.

How do you deal with cultural gaps? Can you share some of the lessons learned with our readers?

The UAE is a 50-year-old country that recently celebrated its 50th anniversary. We are very up to date on world cultures because the UAE is home to over 200 nationalities. Furthermore, we have established ourselves as a regional beacon of tolerance and coexistence. For example, we have established ties with countries that we would not have been expected to establish a relationship with ten or twenty years ago. I am referring to the Abraham accords in this context and our establishment of ties with Israel almost two years ago.

We also hosted the world during Expo 2020, which allowed us to learn more about different cultures. I consider myself fortunate in that cultural differences do not exist for me as a diplomat. First and foremost, I come from a young and innovative country, and I am the UAE’s youngest Ambassador abroad. That has accustomed me to deal with different cultural gaps that may exist.

We have also learned more about other cultures through our diplomatic endeavours, such as our mission to host, The International Renewable Energy Agency (IRENA) in Abu Dhabi. That exercise was unique because it allowed us to travel around the world, including countries that we had never visited before. The ties and connections that were formed exist today, and for the future.

Do you have any advice for aspiring diplomats?

A young diplomat must have the drive and ability to nurture relationships with other countries and discover what commonalities exist, rather than the differences. Differences will always exist, but similarities will always outweigh them. When we sit down and through dialogue, we focus on universal themes, as country concerns are no longer limited to an actual border or scope. Some concerns transcend boundaries, as we have seen through the United Nations Sustainable Development Goals. As we have seen also during the Covid pandemic, the world can indeed come together to fight battles that truly require us to join hands and forces.

It is critical to have forward-thinking approaches, as we do in the United Arab Emirates’ strategic vision for the next 50 years. It is also essential to consider how the next 50 years will look rather than how the next 50 days.

Nothing tops on-the-ground experience. The more diplomats travel to conferences, are posted abroad, and can explore beyond their comfort zone, the more likely they will become aware of cultural differences. However, as I previously stated, the UAE, as a country that hosts more than 200 nationalities, has the advantage of dealing with different cultures and growing up side by side with other cultures and religions. I believe that as the UAE, we have an advantage in that sense.

PROTOCOLTODAY ACADEMY OF PROTOCOL & SOFT DIPLOMACY

Share this article

Share on facebook
Facebook
Share on twitter
Twitter
Share on linkedin
LinkedIn
MDJ_08042022_0002

Exclusive interview by VIP Special Edition Magazine Global Mindset the Netherlands 

Interviewed by Adriana Flores, Publisher, Editor and Expert in Protocol & Soft Diplomacy

Rewrite by Eric Muhia, International Studies and Diplomacy Graduate Student

Translate to Spanish by Adriana Flores and Wilfredo Pérez 

Photo and video by Mick de Jong

Rights reserved by ProtocolToday 

 

Our thanks to the Embassy of the United Arab Emirates in the Kingdom of the Netherlands

MASTERCLASS NEGOTIATION SKILLS IN INTERNATIONAL BUSINESS PART I

12 Mei 2022

Mode of Study: Online

Time: 16:00 – 18:00 hrs. CET (The Netherlands

Limited availability!

Fee early bird € 28.00, regular price € 35.00 including:

  • Method action Learning model;
  • Certificate EQF 7 level of ProtocolToday Academy

ABOUT FRANS SCHRAM, EXPERT IN INTERNATIONAL NEGOCIATION

BECOME A MINDFUL EXECUTIVE WITH THE SKILLS TO NEGOTIATE 
& OPERATE SMOOTHLY AROUND THE GLOBE

Global Mindset Skills
Learn Today & Practice Today

The world is transforming into a global village and needs executives who can negotiate smoothly around cultures.

In this interactive Masterclass, we will try to shed light on some of the more essential principles and dynamics of negotiation, allowing us to prepare efficiently and take more control over the actual process. After a series of short exercises, discussions and presentations, the participants will be better equipped to bridge the gap between the theory and practice of negotiation and become more effective in their daily work.

Themes: 

  • Fundamentals for successful negotiations:
  • Methodology for negotiation analysis
  • Short, high-impact exercises and self-reflection.

Participants:

  • Government Representatives: Ambassadors, Diplomats, Honorary Consuls & Embassy Staff;
  • Business Professionals: Entrepreneurs, Consultants, Business Development Professionals;
  • Executives & Professionals: National & Local Government Officials, City Marketing & Investments Promotion Executives | International Organizations Staff;
  • Professionals are active in the Hospitality & Tourism Industry.

How to Apply: Fill out and send the registration form to confirm your seat.

VIP Interview with H.E. Hidehisa Horinouchi, Ambassador of Japan to the Kingdom of the Netherlands

VIP Interview with His Excellency Hidehisa Horinouchi,  Ambassador of Japan to the Kingdom of the Netherlands on April 4, 2022.

在オランダ日本国大使 堀之内 秀久氏 インタビュー

202244日)

What is it like to be an ambassador?

Being an ambassador requires years of holding various positions, such as a foreign service for a period of more than 40 years. This is my second ambassadorship, as my first was in Cambodia and now in the Netherlands for two and a half years. The role of an ambassador is to meet the people and the politicians, to visit cities and towns and to look after the Japanese community in the Netherlands. The Netherlands and Japan have a strong, fascinating relationship, and it is lovely to be here.

大使になるというのは、どのようなことなのでしょうか?

大使になるには、40年以上にわたって外務省に勤務するなど、さまざまな役職を長年にわたって経験する必要があります。私にとって初めての大使職はカンボジアで、2回目はこのオランダとなり、現在2年半務めています。大使の役割は、人々に会うことや、政治家に会うこと、また各地を訪れ、オランダの日本人コミュニティに気を配ることです。オランダと日本には力強く素晴らしい結びつきがあり、ここにいることを嬉しく感じています。

What are your specific experiences representing Japan globally and in the Netherlands in particular?

My major foreign assignments in the last 40 years have been about China and the United States, as Europe is very rare among my assignments. My wife, on the other hand, is from the Netherlands, and although we have been married for more than 36 years, we had not had the opportunity to come here. Finally, we arrived in the Netherlands, and as a result, I became the Japanese Ambassador to the Netherlands. It is the Japanese government’s arrangement. This enabled me to learn and comprehend how to strengthen relations between Japan and the Netherlands.

国際的に、特にオランダで日本を代表する大使として具体的にどのようなご経験をされましたか?

過去40年間にわたる私の主な分野は中国と米国だったので、欧州は非常に稀なケースでした。一方、私の妻はオランダ出身で、結婚して36年以上たちますが、なかなかこちらに来る機会はありませんでした。私たちはようやくオランダにたどり着き、結果として、私は駐オランダ日本大使になりました。日本政府の計らいです。このおかげで、日本とオランダの関係を強化する方法を学び、より深く理解することができました。

How are you handling cultural gaps? Can you share some lessons learned with our audience (readers)?

When it comes to understanding cultural differences, we must remember that we are not only dealing with diverse cultures in foreign countries but also with diverse cultures within our own countries. Diverse cultures can be found all over the world, such as how Japan’s culture differs from China’s culture and how Japan’s culture differs completely from the cultures of the United States and Cambodia. As we speak, different cultures are also experienced within Japan. For example, Japan’s western and eastern sides have different dialects and eating styles. Learning to speak and listen to people is essential in diplomacy.

文化的差異にはどのように対処されていますか?大使が教訓を得られたことを、読者のためにお話しいただけますか?

文化の違いを理解するようになるとき、私たちは海外の多様な文化だけではなく、自国のさまざまな文化について扱うのだということを忘れてはなりません。日本の文化と中国の文化、日本の文化とアメリカやカンボジアの文化は全く異なります。日本国内でも西部と東部では方言や食文化など、異なる文化が存在していますのでよく話すことと相手の話しをよく聞くことがポイントだと思います。

As an ambassador travelling around the world, is it easy to adapt to a country?

In my life as an ambassador, when posted to different countries for a three-year term, in the first year I make efforts to fit in; in the second year, I make many plans, and in the third year, I am more relaxed but by then it is already the time  to leave the country for another mission. It is the diplomatic life.

世界を飛び回る大使として、一つの国に馴染むのは易しいことなのでしょうか?

私の大使としての生活では、3年間の任期で各国に赴任する場合、1年目はその国に溶け込む努力をします。2年目にはいろいろな計画を立てます。そして、3年目には心にゆとりをもてますが、その頃には別の任務に就くためにその国を離れる時期になります。これが外交官の生活です。

Do you have examples of complex situations, and how have you handled them from the perspective of soft diplomacy?

Today I brought this picture from my office of a postcard that I bought from NASA when I was stationed in the United States in the late 1990s. This was when I took my family to Texas, travelled through Dallas, San Antonio, and then to Houston where I bought it. It is known as the earthrise. It was taken from the moon by the Apollo spacecraft. The sunrise, sunset, and moonrise are all well-known phenomena on Earth, but how they appear from the moon is quite different. You can see the earthrise from the moon. The physics are the same, but your perspective is entirely different. As a result, I always keep this picture in my office, because what we see in Japan can be very different from what you see in your home country. It does not happen often in the Netherlands, but I always keep in mind that what matters to you or your own country might not matter to another country. To remind me of this, I keep this image in my office. The philosophy in this postcard is open to many interpretations.

複雑な状況下で、ソフト外交の観点からどのように対処したかという事例があれば教えていただけますか?

今日、オフィスから持ってきた写真は、1990年代後半にアメリカに駐在していたときに、NASAから買ったポストカードです。家族を連れてテキサスに行き、ダラス、サンアントニオを経て、ヒューストンに行き、そこで購入しました。「地球の出」と呼ばれている、アポロ宇宙船が月から撮影した写真です。日の出、日の入り、月の出は、地球上ではよく知られた現象ですが、月からの見え方はまったく異なります。月からは、地球が昇ってくるのが見えるのです。物理的には同じでも、視点が違います。私たちが日本で見るものとあなたがたの母国であなたが見るものは大きく異なることがあるので、私はこの写真をいつもオフィスに置いています。オランダではあまりないことですが、自分や自分の国にとって重要なことが、他の国では重要でないということを私は常に念頭に置いています。それを思い出すために、この画像をオフィスに飾っているのです。このポストカードの画像に込められた哲学は、さまざまな解釈が可能です。

Do you have some advice for upcoming diplomats?

Thank you very much for your question. When I talk with young Japanese diplomats and diplomats all over the world I would say that today’s world is so divided. They must comprehend all aspects of the world without taking sides in debates. The news is also divided; it is the world of social networking services, which are always close to their own group of people, who are also always close to their favourite news. It is extremely rare to contact the opposing side of a story or argument. Young people must be exposed to as many different perspectives as possible from around the world to be able to listen to them.

Protocol and intercultural communication are skills for aspiring diplomats to learn. If you want to work in foreign affairs or the foreign service, you must understand the protocol. Logistics knowledge and skills are also valuable additions to modern diplomacy skills.

これから外交官を目指す人たちへ向けて、アドバイスをいただけますか?

ご質問をありがとうございます。若い日本の外交官や世界の外交官と話す際、今日の世界では大きな分断があることを話します。彼らは世界のあらゆる側面を理解し、議論に加わらなければなりません。ニュースも分断されています。ソーシャル・ネットワーキング・サービスの世界であり、自分の好きなニュースと常に密接な関係にある人たちのグループなのです。そこでは、議論の逆の立場にあるものと接触することは極めて稀です。若い人たちは、世界中のできるだけ多くの異なる視点に触れて、耳を傾けられるようにならなければなりません。

プロトコールや異文化間のコミュニケーションは、外交官を志す人が身につけるべきスキルです。外交や外務に携わりたいのであれば、プロトコールを理解する必要があります。また、ロジスティクスの知識やスキルも、現代の外交官としての求められる貴重な要素です。

Thank you very much for your time and kindness to share your experience with the world.

お忙しいところ、ご親切にもご体験をお話しくださり、誠にありがとうございました。

Share this article

Share on facebook
Facebook
Share on twitter
Twitter
Share on linkedin
LinkedIn

Exclusive interview by VIP Special Edition Magazine Global Mindset the Netherlands 

Interviewed by Mrs Adriana Flores, Publisher, Editor and Expert in Protocol & Soft Diplomacy

Co-editor, Wilfredo Peréz

Rewrite by Mr Eric Muhia, International Studies and Diplomacy Graduate Student

Translate to Japanese by Ms Mako Yasuda

Translate to Spanish by Mrs Adriana Flores and Wilfredo Pérez 

Photography and video by Mick de Jong

Translation, Aura Barajas

Rights reserved by ProtocolToday 

 

オランダのVIP特別編集誌「グローバル・マインドセット」による独占インタビュー

聞き手:アドリアナ・フローレス(ProtocolToday代表取締役、ソフト・プロトコール外交専門家)

リライト:エリック・ムヒア(国際学・外交学大学院生)

日本語翻訳:安田真子

スペイン語翻訳:アドリアナ・フローレス、ウィルフレド・ペレス

写真・動画:ミック・デ・ヨング

著作権:ProtocolTodayに帰属

Our thanks to the Embassy of Japan in the Kingdom of the Netherlands

ROLE OF THE EUROPEAN UNION IN CLIMATE DIPLOMACY

The European Union’s (EU) climate diplomacy has changed dramatically since the early 2010s. Previously relying on a ‘leadership-by-example’ approach primarily concerned with the external projection of its domestic policies, the EU profoundly adapted its climate diplomacy strategy between the 2009 Copenhagen COP 15 and the 2015 Paris COP 21. This reimagined strategy was further solidified in the aftermath of the Paris Climate Conference. The EU’s redesigned climate diplomacy focuses on stronger – cooperative and adversarial – bilateral relations with significant emitters and greater flexibility in its positions and actions. (“The European Union’s Strategic Turn in Climate Diplomacy …”)

It is a widely held and, at first glance, plausible belief that the European Union (EU) is the world leader in combating dangerous global climate change. Since the early 1990s, the EU has committed to unilateral and relatively high reduction targets for greenhouse gas emissions. In addition, the EU has ensured the implementation of the 1997 Kyoto Protocol, the only legally binding international framework for reducing greenhouse gas emissions. This aspires to demonstrate leadership in developing a new global agreement after 2012.

The European Union’s Influence on Copenhagen Policy

Europe is forming its post-Copenhagen policy, with a strong emphasis on engaging third countries and adopting a more “realistic” approach to climate diplomacy. However, fundamental differences exist between and within European countries on key issues such as the transition to a 30% EU emissions reduction target, the future of the Kyoto Protocol, the significance of a binding UN treaty, the appropriate mix of conditionality and incentives, and the role – if any – of border adjustment measures. (“European Climate Diplomacy after Copenhagen – E3G”). These policy differences stem from fundamental disagreements about strategic goals and perceptions of international politics. The EU will be unable to deploy the total weight of Community and Member State resources to support its collective interests unless new processes for closer strategic alignment are implemented. Closer alignment is built on three critical pillars: improved collective political intelligence, a clearer medium-term strategy for meeting the 2c goal, and stronger strategic conversations on climate change among senior European politicians and officials, including foreign ministries.

However, a few new perspectives emerged in the post-Copenhagen context, emphasising the EU’s alleged role as a ‘leadiator,’ a ‘leader-cum-mediator,’ and paying some attention to its bilateral relations with emerging economies. However, the multipolar dynamics of the Paris Agreement negotiations and implementation necessitate a thorough rethinking of scholarly analyses of the EU’s climate diplomacy. Importantly, these must include a Foreign Policy Analysis perspective beyond the alleged default multilateral preference.

Europe must handle four significant areas of Climate Diplomacy.

The EU appears to be as well prepared as other major powers to navigate these new waters. Still, it will need to be more adept at climate diplomacy than the “low ambition coalition” to achieve its ambitious, positive agenda.

The four primary areas of climate diplomacy which Europe must address include:

  • Strategy: How Europe defines and integrates its overall climate change goals with its broader strategic interests.
  • Political engagement with third countries: How Europe perceives and influences climate change discussions in other parts of the world.
  • Policy towards the international climate regime: How Europe creates effective international climate change cooperation mechanisms within and outside the UNFCCC.
  • Practical climate cooperation with third countries: How Europe organises itself to provide practical support for low-carbon, climate-resilient development worldwide.

European Green Deal Diplomacy

Rebuilding Europe’s climate diplomacy strategy must begin with an open discussion of European interests, which may necessitate internal realignment of those interests. Maintaining momentum will require the enthusiastic participation of new stakeholders in the internal European debate, including the national security community. Europe needs a more intelligent political strategy, backed up by new diplomatic machinery, to influence other countries and win their support for its policy positions. European countries should continue to share lessons learned on best practices in this area through the new European External Action Service, the Green Diplomacy Network, and other channels.

Green Deal Diplomacy

One of the novel aspects of the new European Commission’s proposal for a European Green Deal (EGD) is the establishment of a “Green Deal Diplomacy.” While this ambition has yet to be realised, the proposed new diplomacy does not emerge from a vacuum. The EU has been developing explicit climate and energy diplomacies since 2011 and 2015. As a result, it will be critical for EGD diplomacy to learn from previous attempts to formulate and implement EU external ambitions in policy areas related to the European Green Deal, both successes and failures. The purpose for the EU to be a “global leader” by paralleling internal ambitious transition efforts with a “stronger ‘green deal diplomacy’ focused on convincing and supporting others to take on their share of promoting more sustainable development has received comparatively less attention.

For climate diplomacy, regular and extensive conclusions on spreading ambitious climate action to various actors, emphasising instruments and policy synergies (e.g., energy, human rights, trade, security, development) have provided a relatively straightforward framework of external engagement. The goals of energy diplomacy are less clear, with actions primarily aimed at improving internal coordination among Member States and EU institutions and expanding on existing energy partnership/dialogue formats. As a result, transparent decisions on which concrete policy-area specific objectives and external instruments will be included in EGD diplomacy will be required to develop into a meaningful, comprehensive outreach strategy rather than a paper tiger of stated ambitions for various areas of external engagement.

Conclusion.

When the EU redesigned its external climate strategy, it changed how it chose its main interlocutors and interacted with them in practice. The Union has shifted away from a singular focus on the multilateral arena and leadership-by-example to what is known as ‘multiple bilateralisms’ (MB), which is defined as a foreign policy “strategy that entails the maintenance of several bilateral relationships in parallel as a subset of a multilateral negotiation setting.” With this shift, the EU abandoned its efforts to create a global climate regime that mirrored its regional and adopted a more pragmatic approach, acknowledging that it is part of a broader and malleable global context in which the – cooperative and confrontational – relations between major emitters shape multilateral climate policies decisively. The key features of the redesigned EU climate diplomacy are greater flexibility and more significant investment in the EU’s multiple bilateral relationships with other major emitters in parallel with the ongoing UN climate regime negotiations.

VIP SPECIAL EDITION

ADVERTISE YOUR COMPANY INTERNATIONALLY IN THE MAGAZINE GLOBAL MINDSET

PROTOCOLTODAY ACADEMY OF PROTOCOL & SOFT DIPLOMACY

Share this article

Share on facebook
Facebook
Share on twitter
Twitter
Share on linkedin
LinkedIn

Writer by Eric Muhia, International Studies and Diplomacy Graduate Student

13 April 2022, Kenya

Photo by Frederic Köberl

Category: Diplomacy

Reference: EM13042022D   

“Somos una empresa de desarrollo de capacidades que conecta valores, culturas, organizaciones, individuos y sociedades en todo el mundo”

3 DAYS MASTERCLASS EXECUTIVE GLOBAL MINDSET SKILLS (EP-12-03-21)

13-15  June 2022

Mode of Study: Online

Time: 10:00 – 14:00 hrs. | 16:00 – 20:00 hrs GMT (The Netherlands)

Three days Masterclass of 4 hours each day;

The fee for participation in this program is early bird €175.00; the regular price is €195.00 p.p

The fee for one Masterclass early bird is €65.00; the regular price is €72.00

for the total program, including:

  • Method action Learning model;
  • Digital material;
  • Personalised assessment;
  • Certificate EQF 7 level of ProtocolToday Academy. 

BECOME A MINDFUL EXECUTIVE WITH THE SKILLS TO NAVIGATE
& OPERATE SMOOTHLY AROUND THE GLOBE

Global Mindset Skills
Learn Today & Practice Today

The world is transforming into a global village and needs executives who can navigate smoothly across cultures.
Globalisation is changing the world in every aspect. Traditional industrial economies are transforming into entrepreneurial economies. There is a need for leaders, entrepreneurs, directors, managers, government officials, consultants and executives with global mindset skills, e.g. the skills for profound relations management with people from different cultures and with different values.
Local companies are becoming international and must deal, directly or indirectly, with foreign business partners. They must cooperate with international clients, colleagues, stakeholders, agents, employees, etc. There is a need for soft skills.
In the entrepreneurial economy, companies are becoming smaller, international, less hierarchical, process-oriented, diverse and driven by the abilities of executives to communicate, collaborate and abilities for co-creation.

Topics and dates:

Masterclass and Topics:

Key topics include:

  • Business card protocol & handshake. The art of conversation both in person and on the phone;
  • Hoe to dress appropriately, personal style and its influence on your communication;
  • Seating protocol by meetings;
  • Importance of rank & status;
  • Emotional intelligence;
  • The power of culture in business;
  • Power distance;
  • Host duties & his protocol;
  • Dining table protocol & etiquette;
  • Handling the silverware.

Participants are:

  • Government Representatives: Ambassadors, Diplomats, Honorary Consuls & Embassy Staff;
  • Business Professionals: Entrepreneurs, Consultants, Business Development Professionals;
  • Executives & Professionals: National & Local Government Officials, City Marketing & Investments Promotion Executives | International Organizations Staff;
  • Professionals are active in the Hospitality & Tourism Industry.

How to Apply: Fill out and send the registration form, specify the date and name of the masterclass, and we will send you the program and the bank detail to submit the participation fee to confirm your seat.

CONFERENCE DIPLOMACY IN THE 21ST CENTURY

“Conference diplomacy has its antecedents in the Eastern Mediterranean in the 4th-century bc when the Greek city-states and Persia convened eight international political congresses, established a mutually guaranteed territorial status quo, and agreed on rules of conduct for regulating international affairs.

What is Conference Diplomacy?

Conference diplomacy is the management of relations between governments and intergovernmental organisations that takes place at international conferences. This definition encompasses relations between governments and relationships between governments and the organisations to which they belong. This latter type of relationship has brought new elements to diplomacy. The term “conference” is used broadly, preventing the old distinction between a conference and a congress. The latter refers to gatherings attended by sovereigns or their principal ministers.

It is about resolving differences through an interconnected set of compromises and trade-offs in which no party gains everything, but all parties gain something and concede something.

Actors in Conference Diplomacy.

In most intergovernmental conferences, four main actors can be detected:

  • the delegations, as representatives of their governments.
  • the secretariat and its executive head.
  • the presiding officer(s).
  • various groups of governments, often acting through a single delegation appointed by the group.

Sometimes others become involved in conference diplomacy:

  • non-governmental organisations.
  • formal mediators, appointed by the parties in the dispute, by the UN Secretary-General, by the UN Security Council, or somehow.
  • informal facilitators- a recent example is former US president Carter, with his interventions in North Korea, Haiti, and former Yugoslavia

Rise of Negotiations in Conference Diplomacy.

Westphalia, especially the Münster agreement, can be seen as a network of interconnected bilateral negotiations. It thus had a multilateral connotation, though not in the modern sense. As a result, this study proposes the term multi-bilateral negotiation because the meetings resembled a conference and resulted in numerous informal contacts between delegations that were not involved in formal negotiations. It is worth noting that this transverse or transliteral negotiation, along with regular longitudinal negotiation, is common in today’s conference diplomacy. In fact, the more participants there are and the more complicated and numerous the issues, the more transliteral negotiations are required inside and outside the conference rooms to keep the process moving. While the procedures and methods of the Westphalia negotiations favoured the larger countries, the smaller parties considered themselves fortunate to have been invited. Without the massive gathering, they would have been left much more out in the cold, which is why small countries prefer multilateral meetings. In contrast, their larger ‘brothers’ often prefer bilateral meetings currently. Westphalia can be seen as a bridge between old-fashioned bilateral interaction and twenty-first-century conference diplomacy in terms of procedure and process.

The United Nations and Conference Diplomacy

Diplomacy today faces the challenges of modern phenomena such as increased public attention and involvement, new modes of communication, and an increase in the number of international state and non-state actors, all of which are required to formulate foreign policy. From air traffic to the internet, modern communication technologies have allowed top diplomats, politicians, and heads of government and state to communicate personally and directly.

Conference Diplomacy (Kaufmann, 1996) by Johan Kaufmann assists practitioners in dealing with the procedures of institutionalised conferences, particularly in the context of the United Nations. Today’s United Nations has unrivalled convening and mobilising power, which has been used to organise many global conferences on various topics ranging from women to human rights, population to social development, and economic development to environmental conservation. Typically, the panels have included all global governance actors—states, civil society organisations, and, to a lesser extent, private sector firms. Whereas intergovernmental conferences are essential for the development of treaty law, global discussions are critical to the evolution of norms and ‘soft law,’ which begins to exert a binding effect in customary international law. According to two UN scholars, these conferences are “important for articulating new international norms, expanding international law, creating new structures, setting agendas… and promoting linkages among the UN, the specialised agencies, NGOs, and governments.” Any major global conference is accompanied by extensive diplomatic activity, which can last several years. Countries try to identify like-minded and thus likely coalition partners, harmonise strategies to advance their own and defeat competing interests and efforts, mobilise NGO support or blunt NGO dissent, etc.

Did you know?

A conference diplomat can jeopardise himself if he makes deliberate misrepresentations or avoidable errors, which are likely to be discovered sooner or later by his fellow delegates. Another delegate may confront him about his mistake in a speech, or he may be approached informally. In both cases, he will be questioned about the integrity of what he said. As a result, the conference diplomat will ensure that the facts he mentions in official sessions, informal speeches, or private conversations can be supported. On the other hand, the problem is that ‘truth’ is not always a singular entity. Truth can mean one thing to one person and something else to another when it comes to policy.

Conclusion

Modern conference diplomacy is one result that uses an ancient diplomatic strategy for avoiding conflict for as long as possible—ideally until a solution is found.

VIP SPECIAL EDITION

PROTOCOLTODAY ACADEMY OF PROTOCOL & SOFT DIPLOMACY

Share this article

Share on facebook
Facebook
Share on twitter
Twitter
Share on linkedin
LinkedIn

Writer by Eric Muhia, International Studies and Diplomacy Graduate Student

Category: Diplomacy

06 April 2022, Kenya

Reference: EM06042022D  

Photo: jonathan-ansel

 

“Somos una empresa de desarrollo de capacidades que conecta valores, culturas, organizaciones, individuos y sociedades en todo el mundo”

HANDLING CONFLICTS

Conflicts are inevitable. As long as humans walk the face of the earth, there will be confrontations. From issues as minor as scheduling two appointments simultaneously on your planner to disputes between family members and co-workers or political disagreements within the government, everyone will deal with conflicts on some level and in some manner.

For the most part, no one wants to enter into a personal conflict or disagreement intentionally. Conflicts can cause quite a stir of raw emotions and defences. If not handled correctly, it can cause many misunderstandings, severed relationships, financial hardships, unexpected reactions, or other issues and problems.

One of the best protocols for handling conflict is to avoid conflicting issues before they arise. However, that is not always an option.

When handling conflict, consider these guidelines:

Promptly – When an unavoidable issue arises, address it promptly or as quickly as possibly allowed to avoid the situation from escalating more. Don’t allow conflict to ferment. Many unpleasant problems can be resolved more civilly if just addressed promptly. Accidents, mistakes and slip-ups happen. Try to make corrections to mend the situation and move forward when they do.

Professional – Handle conflicts professionally. Something may have gone awry and not the way planned initially; however, don’t break the protocol of being professional. Think of reasonable, agreeable solutions to rectify the error.  

Private – When a negative situation does occur (and once again, they will), if at all possible, try to resolve the problem in private with all the parties involved. Who does the conflict affect? If the matter only concerns one other person or a small group of people, keep the case with them only.

It is crucial to remember to handle the issue in private only if it can be done in a safe environment and without causing any further harm to someone else or something else.  

Public – If your conflict was public, it might be necessary to handle the resolution publicly. This may even involve public apologies or corrections. If so, take it with no dramatics and as professionally as possible. 

“Make wise choices. Every choice you make has a consequence.”

VIP SPECIAL EDITION

PROTOCOLTODAY ACADEMY OF PROTOCOL & SOFT DIPLOMACY

Share this article

Share on facebook
Facebook
Share on twitter
Twitter
Share on linkedin
LinkedIn

Writer by Renita Jackson, Etiquette Specialist 

06 April 2022, U.S.A  

Category: Etiquette 

Reference: RJ06042022BE    

“Somos una empresa de desarrollo de capacidades que conecta valores, culturas, organizaciones, individuos y sociedades en todo el mundo”