March 31, 2014 § Leave a comment
The stereotype image of diplomacy is cold and calculating men in suits projecting national interests in the lofty heights of global power. I think this is wrong. Like all meaningful human endeavor, diplomacy requires personal relationships between people and we are emotional beings. Trust is our most precious asset and trust is about feelings and personal conduct. Nothing good can be achieved without it.
When we opened Canada’s Representative Office to the Palestinian Authority in Ramallah, Palestine in 1998, there was an overarching economic priority. This was our promise that, following the signature of the 1997 Canada Israel Free Trade Agreement, Canada would secure an agreement with the Palestinians that provided them the same market access benefits. Prior to the opening of our Representative Office in Ramallah in 1998 we tried and tried but couldn’t close the deal. We were under pressure to conclude the agreement in a hurry. This was because the plan was to combine inauguration of the office with a signature of the trade deal.
We wondered: “What could the problem be? This is a good deal.” Then out of the blue, the Palestinians gave us the thumbs up.
In the corridor I asked a young Palestinian negotiator: “What happened?”
She told me: “We met after the negotiations and we talked about your team, and then we decided that you understood our aspirations. After that, we decided that we could make an agreement with you.”
Ultimately, the issue was trust – trust that we would not exploit their vulnerabilities and that we personally cared about the success of the fledgling Palestinian government. Of course, this is not necessarily the case for all trade negotiations. But when there are asymmetric power relations, trust among the players is an essential underpinning for lasting agreements.
Trust is difficult to define, and represents a very high order of human relationship. In my experience it needs direct and repeated human contact, in multiple settings over time. Meetings and memos are inadequate. Sharing a meal in the home is an ancient practice for building trust that enjoys universal recognition and for which there is no substitute.
In our work we often talk about people as “contacts” and ascribe high or low value to them. I think it is important to step beyond this reductive approach and consider systematically who are the people with whom we need to have relationships of trust, how to achieve that trust, nurture and build it. Developing this diplomatic asset requires time and sincere emotional investment. We have to give of ourselves for our job.
In the end, a trust based approach to key relationships leads to more rewarding international policy work, and friendships that can last a lifetime.