B. L. Lamb S.C. Gillette 2005 <div class="row row-md "><div class="col-md-7-12 "><div class="contents" data-pb-dropzone="contents1"><div id="d29f04e9-776c-4996-a0d8-931023161e00" class="widget literatumPublicationContentWidget none widget-none widget-compact-all"><div class="wrapped "><div class="widget-body body body-none body-compact-all"><div class="publication-tabs ja publication-tabs-dropdown"><div class="tabs tabs-widget"><div class="tab-content "><div class="tab tab-pane active"><div class="hlFld-Abstract test"><div class="abstractSection abstractInFull"><p>Natural resource negotiation often involves multiple parties with overlapping interests and issues that can provide opportunities for mutually beneficial solutions. These opportunities can be missed, however, if negotiators are unable to comprehend the facts of a negotiation, understand the interests of other parties, or accurately evaluate the options that increase the size of the negotiation pie. Through structured personal interviews with more than 60 representatives from seven different hydropower negotiations, respondents identified core competencies that help negotiators succeed at accurately comprehending the facts of a negotiation, comprehending the interests of other parties, and fully understanding the available options and alternatives. We categorized those core competencies into three dimensions of negotiation - interpersonal, organizational, and operational.</p></div></div></div></div></div></div></div></div></div></div></div></div> application/pdf 10.1017/S1466046605050210 en Taylor & Francis Core competencies for natural resource negotiation article