Suchergebnisse

1. Introduction -- 2. The organization of global negotiations -- 3. The challenges of the climate change negotiations -- 4. Presiding officers -- 5. Bureaux -- 6. The secretariat -- 7. Rules for the conduct of business -- 8. Decision-making rules -- 9. Negotiating arenas -- 10. Complementary forums : workshops, roundtables and others -- 11. Texts -- 12. Time management -- 13. The political and the technical : ministerial input -- 14. Participation by non-governmental organizations -- 15. Conclusions : twelve key insights.

"Using a theatrical metaphor, this book describes the enormous and skilful organization required by the UN to create an effective international regime, producing the UN Framework Convention on Climate Change, The Kyoto Protocol and the subsequent Bonn and Marrakesh Accords. It identifies six key elements that determine the necessary condition for successful outcomes"--Provided by publisher

The international relations literature often assumes that negotiators in global regimes are actively seeking a collective agreement to the problem on the table. There are cases, however, where a delegation may instead be "striving for no," that is, participating with the aim of obstructing a deal. This article explores the challenges surrounding such cases of "obstructionism," using the example of Saudi Arabia in the climate change regime. It examines the evidence for diagnosing Saudi Arabia as an obstructionist in that regime, the delegation's negotiating tactics, strategies for addressing obstructionism, and finally the repercussions for both the climate change regime, and Saudi Arabia itself. In conclusion, the article considers whether Saudi Arabia may be moving beyond obstruction.

There is growing recognition in the literature of the important roles played by Chairpersons and secretariats in global environmental negotiations. Less frequently recognized, however, is the interdependence of those roles. Using the example of the climate change negotiations, this paper argues that Chairpersons and the secretariat are locked into a mutually-dependent relationship. Whereas the Chairperson has the political authority needed to exert leadership in the negotiations, the secretariat possesses intellectual resources that can maximize the effectiveness of that leadership. The secretariat's input to the negotiations, however, must be shielded by a "veil of legitimacy," whereby the Chairperson takes responsibility for that input. The paper explores how Chairpersons and the secretariat work together, along with the dysfunctionalities that can emerge in this very personal relationship. In doing so, the paper expands our understanding of exactly how these two actors exert influence in global environmental negotiations.