ĐÀM PHÁN QUỐC TẾ

BÀI 1: COURSE INTRODUCTION

INTRODUCTION

1. Definition
CONFLICT: the opposite of VALUES (Value is the basic idea of what is right
or wrong)
—> Mâu thuẫn là sự khác nhau về quan điểm

2. Type of Conflict
- Inner conflict
- Between individuals
- Between groups
- Between countries
- Between inter - countries
3. Handling conflict

4.1. Avoiding (lẩn tránh)

Do not engage in argument -> The opponent of the third party will decide it
→ Apply when:
- The conflict is not important
- Opponents of the third party can do it better

4.2. Accommodating (nhượng bộ)

Willing to sacrifice your interest -> to give your opponent what he/she
wants
→ Apply when:
- The conflict is not important
- To preserve + build friendship

4.3. Competing (cạnh tranh)

Use your power to solve conflict -> 1 party wins, others lose
→ Apply when:
- The conflict is important (related much interest)
- Make sure that you can win against your opponent

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4.4. Compromising (thỏa hiệp)
Both parties cut down their interest -> Nobody can get all, both are the
most comfortable
→ Apply when:
- The conflict is important (related much interest)
- Time is running out
- Both parties want to hold its purpose

4.5. Collaborating
Find a way that both parties can win -> Satisfy all concerns of both parties
→ Apply when:
- The conflict is important (related much interest)
- Have enough time to gather solutions
- Want to build a long-term relationship between parties

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 4. Negotiation - conflict
The relationship between NEGOTIATION & CONFLICT

BÀI 2: TYPES OF NEGOTIATION

WHAT IS INTEREST

1. What is interest?
Interest: useful or beneficial thing to an object (person/organization/nation)

Interest of person Interest of organization Interest of nation

money, respect,... money, reputation,... wealthy, security,...

Tangible/Intangible
Short-term/Long-term

2. Relationship

INNER CONFLICT HANDLING

1. How to decide between multiple-choices

Identify the needs

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Determine the must/want

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 Allocate weight to the want
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Develop the alternatives
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Choose the best alternatives

2. Distribute negotiation
3. Case study: VN war 1968-1972 (hiệp định Paris)

Democratic Republic of VN (VN dân The US and the republic of south VN

chủ cộng hòa) + The republic of
south VN

1. The withdrawal of the US 1. The withdrawal of the VN dân

2. The abolition of chính quyền chủ cộng hòa
vn cộng hòa 2. The peace process is an
attempt and choice of 2 sides
in the south of VN

MULTI SAGE NEGOTIATION

1. Definition
Multistage negotiation (thương lượng nhiều giai đoạn): the combination of
distributive negotiation and integrative negotiation with the participation of
many parties → many stages + parties

2. Example
- North Korea Nuclear Program

Many stages Distributive - The US wants to stop the

nuclear program
- North Korea wants to lift the
embargo

Integrative Mutual concern/interest/resource

- Free + open maritime & air
- Fishing industry
- Non-traditional issues
- Nuclear for peaceful use
- Food supply, medical aid

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 - Join international organizations
- …..

Many parties China, VN, Taiwan, Philippines, ASEAN,QUAD, UN,...

BÀI 3: BATNA + ZOPA + AVVE

BATNA (Chuẩn bị các phương án dự phòng)

1. Definition
BATNA is to prepare the list of alternatives and then choose the “best
alternative” if negotiation fails

2. Example
- Mỹ Tâm wins MAMA Awards (2012)

CJ E&M/ Organizer MOCST/ (Advisor)

Target: Tùng Dương Target: Tùng Dương

BATNA: BATNA: NONE

1. Mỹ Tâm
2. Thu Minh/ Hồ Ngọc Hà

3. Circumstance

3.1. If you don't have BATNA

- The worst situation in negotiation
- The opponent creates the rules + you must agree with it
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- Pause to find your BATNA
- Try to minimize your loss

EX:
- Allies: Japan must surrender unconditionally
- Japan: accept failure (try to minimize the loss)

3.2. Improving your BATNA

Your strong BATNA → brings advantage
→ U should improve your BATNA

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3.3. Weakening the opponent’s BATNA
Weak BATNA → brings disadvantage
→ U must weaken the opponent’s BATNA

EX:

Coca Cola Sá Xị

1. Joint venture 1. Joint venture

2. Unprofitable -> add 2. Unprofitable -> add
contribution by cash contribution by facilities
3. Unprofitable -> add 3. Unprofitable -> add
contribution by extra cash contribution by stake transfer

BATNA: cash -> cash -> cash BATNA: Facilities -> None

ZOPA

1. Definition
Zone Of Possible Agreement → Is the zone between the seller’s minimum price
and the buyer’s maximum price (phạm vi thỏa thuận)

2. Example

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AVVE

1. Definition
Added Value Via Exchange (AVVE, tạo giá trị thông qua trao đổi) → you
accept to exchange for a thing less value to get the thing you want
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Utilize for integrative negotiation (win-win)
“ bạn chấp nhận đổi thứ có giá trị thấp hơn để lấy thứ mà bạn muốn”

2. Example
VN - China border Negotiation about Thác Bản Giốc
- VN says “The whole waterfall is mine”
- While China says “Use the river to divide it in half”
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- Both countries accept to exchange/loss a piece of land (sacrifice)
- Làm z để get the stable & peaceful borderline

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BÀI 4: XÂY DỰNG PHƯƠNG ÁN KHỞI ĐỘNG “GET STARTED”

INFORMATION COLLECTION

1. Method

1.1. External & Internal context

EXTERNAL
- SOE’S equitation…
- Moving factory to suburb…

INTERNAL
- History, facility, brand values,...
- Board of Direction, ownership,...

1.2. SWOT
- Strengths - Weakness - Opportunities - Threats

TARGET/BATNA/ZOPA

1. Target
Is the first priority (first offer) to achieve
EX: Buying the stake of Vissan
- TARGET: mua được 51% cổ phần Vissan = maximize investment

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 2. BATNA
BATNA is to prepare the list of alternatives and then choose the “best
alternative” if negotiation fails
EX: Buying the stake of Vissan
- TARGET: mua được 51% cổ phần Vissan = maximize investment
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- Ko mua dc 51% thì cũng phải có dc 49% cổ phần
- Nếu mua 14% cổ phần thì phải đi kèm với stragegic investor
- Mua 14% cổ phần based on bidding (thầu)
3. ZOPA
Zone Of Possible Agreement → Is the zone between the seller’s minimum price
and the buyer’s maximum price

IDENTIFY REAL NEGOTIATOR

Definition
A real negotiator is a person who decides to end the negotiation completely

EVERYTHING IS READY
Make the opponent to be ready

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Negotiation action
Preparatory Steps
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Everyone is ready
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Get started
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Tactics (mười mấy cái)

Preparatory Steps
Information collection & analysis
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Step 1: Identify “TARGET”

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Step 2: Prepare BATNA
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Step 3: Identify ZOPA
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Step 4: Identify Real negotiator

The situation when the opponent is not ready to negotiate with you
You are ready but your opponent is not
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Try to put the opponent to the table to negotiate
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Way to do it (đọc cái solution)

Solution
- What you get → find out the opponent’s interest and create motivation for
them
- What you lose → make the signal to imply that the opponent will lose
something
- What you face → maintain the current status but find allies to put pressure
on the opponent

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EX:

GET STARTED

1. Get started
ICE BREAKING ACTIVITIES
saying or doing positive things to reduce the tension
(coffee time, relaxation time,...)
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INTRODUCTION
Both sides must know issues, agenda, attendees
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GOODWILL
Express your goodwill (but not too aggressively) ko đc hạ thấp mình

PHƯƠNG ÁN KHỞI ĐỘNG

Step 1: xác định địa điểm đàm phán
Step 2: xác định thành phần, chức vụ các nhân vật trong buổi đàm phán (gồm
ai, tổ chức, đại diện nc nào...)
Step 3: xác định lịch trình cụ thể (đàm phán mấy h, diễn ra bao nhiêu ngày,
kết thúc mấy h....)
Step 4: câu phát biểu mở đầu (thể hiện ý tốt của bên chủ động)
Step 5: khác (có trao quà, ăn tiệc gì ko?, chụp hình lưu niệm, thăm quan,...)

Địa điểm: hà nội

Who: mấy ng, chức vụ gì?
Lịch trình: 2-3 ngày
Sáng: đón ở phủ chủ tịch, gặp VN
Chiều: họp
Tối: ăn tối chung
-------
Sáng: đàm phán
Trưa: ăn chung
Tối: tham gia sự kiện giao lưu

Câu mở đầu:
Xin chào, những ngày qua thấy thời tiết ntn? (hỏi lòng vòng r ms welcome, chúng tôi
rất vinh dự khi là nc đứng ra tổ chức b đàm phán giữa các bên về vấn đề abc

BÀI 5: NEGOTIATION TACTICS

TACTICS FOR NEGOTIATION

1. Make Fulcrum - Tạo điểm tựa

Applicability
Fulcrum is a starting point of negotiations
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Utilize fulcrum to guess opponent’s idea
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 TARGET/BATNA based on Fulcrum
→ Thăm dò đối phương

Ex: Quang Hải renews contract deal 2022

QUANG HẢI HANOI FOOTBALL CLUB

1. TARGET 1. TARGET
Phí lót tay = 5 tỷ 1 năm Hợp đồng 3 năm
Lương 400 triệu 1 tháng Lương từ 300 triệu 1 tháng
2. BATNA 2. BATNA
Clb khác tại VN
Clb HQ
Clb NB
Clb Châu Âu

Fulcrum = 2 tỷ 1 năm với lương 200 triệu 1 tháng

Ex: Iran nuclear program

IRAN USA

1. TARGET 1. TARGET
Develop nuclear energy for peaceful Stop the possibility of making a
use (electricity, healthcare) nuclear weapon
2. BATNA 2. BATNA
… …

Fulcrum = 90 days pausing the enrichment of uranium

2. Time Limit - Giới hạn thời gian

Applicability
The length of time that the opponent is allowed
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… to pressure on the opponent
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… to make decisions quickly
→ Giới hạn thời gian để gây áp lực lên đối phương

3. Lump Sum - Phương án trọn gói

Applicability

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 Provide 2,3,4 or more options
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… to discover the opponent’s choices
… don't want to push the opponent into the end
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… to bring interest for both sides
→ Khuyến khích đối phương lựa chọn các options mình đưa ra trao đổi

EX: VNA - ATR’S AIRPLANE DEAL

VNA (BUYER) ATR (SELLER)

Want to sell 7 old airplanes Want to sell new airplanes

Need to buy 7 new ones → cần bán 7 chiếc máy bay mới
→ cần mua 7 chiếc máy bay mới

Have a thing in common

VNA buys 14 new ones + ATR takes back 7 old ones

EX: VNA - IAEA’S URANIUM DEAL

VN IAEA + RUSSIA + THE US

We want to maintain our atomic VN must destroy 35 bars of Uranium

research center (for peace purposes) (35%)

VN gives back 35 bars of high Uranium (35%)

IAEA provides back 36 bars of low Uranium (20%)

4. Mislead - Đánh lạc hướng

Applicability
Discuss on A, but the want is B
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Mislead the opponent between A and B
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… to hide your “extra” purpose

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EX: VietSoPetro Joint Venture

EX: The DPRK’s Pyong Yang Restaurant Chains

5. Fake Data - Lừa đối phương

Applicability
Use words, photos, techniques,... to trick the opponent
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The opponent makes the wrong decision
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… break the relationship afterward

EX: Alibaba Real Estate & Its Ponzi Model

EX: War reparation between VN and The US

Vấn đề bồi thường chiến tranh Việt - Mỹ
đề cập trong đàm phán Hiệp định Paris
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VN đề xuất 5 tỷ USD
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Sau khi thương lượng, Mỹ cam kết bồi thường 3,25 tỷ USD kèm ghi chú “2
bên sẽ thực hiện thỏa thuận này theo hiến pháp mỗi nước”
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Quốc hội Mỹ ko thông qua → Mỹ ko bồi thường thiệt hại cho VN

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 6. Exit Warning - Dọa dừng đàm phán
Applicability
Make a signal that you will quit the talks
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The opponent worries about your withdrawal
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… to put the pressure on the opponent

EX: No deal Brexit (EU bloc pressures to UK)

First deadline
Second deadline
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No extension
No negotiation again
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NO DEAL EXIT

EX: MẸO TRẢ GIÁ

Người bán: “áo này 500k”
Người mua: “bớt đi, áo này vải dỏm, 300k thôi!”
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Người mua: “giả vờ bỏ đi”
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Trả giá thành công

7. Pull and Push - Vừa đám vừa xoa

Applicability
Your express positive things but teammates do negative ones
Today is positive attitudes but tomorrow is negative ones
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… to make the opponent stop giving their attention

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EX: CL - HĐ Railways Project put into operation

EX: VN - CHINA during and after the HD981 oil rig crisis

8. Gnawing - Gặm nhấm

Applicability
The target is to divide into many smaller parts
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Your request an “extra benefit” to move to the next steps
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The sum of “extra benefit” is your entire target

EX: Kinh Đô confectionery (bánh kẹo)

Kinh Đô confectionery (bánh kẹo)

Confectionery Ice cream + Cooking oil

(owned by Mondelez) (owned by Vietnamese)

- Acquired 80% stake in 2014

- Acquired 20% stake in 2016
→ Kinh Do’s Confectionery belongs to Mondelez

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EX: Chinese Policy in Eat Sea

9. Challenge Price - Đánh phủ đầu

Applicability
Suggest very high or lowest/ highest price
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drive the opponent to change its Target/ Batna

EX: Harry Kane’s transfer deal

Manchester City: the first offer is 90million EURO
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Tottenham Hotspur: not lower than 200million EURO
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Drive Man City to change TARGET up to 150million EURO

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EX: Chiêu bán hàng

10. Middle man - Trung gian

Applicability
Use the third side as the intermediary (trung gian) to coordinate the negotiation
→ The intermediary has to be related to each side in a negotiation

EX: Ukraine - Russia và nước trung gian Belarus

11. Under Table - Đi đêm

Applicability

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 By giving them money or what they want
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Members of the opponent to do something for you

EX: PCI - PMU

BÀI 6: NEGOTIATION BARRIERS

1. Recalcitrance (đối phương ngoan cố)

Situation:
You are ready to negotiate, but the opponent is not
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Try to put the opponent on the table
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How to do?
(what u get? What u lose? What u face)
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Yes/No (Recalcitrance)

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Ex:

Solution:
Accept the existing status
(admit the current rule, game)
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Try to balance
(keep your stable point of view = thi gan vs nhau)
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#1: Make “suggestion” proactively
#2: Use “sweet words” to persuade them
#3: Give up “something= AVVE” to end the disagreement

→ Accept the current status/ Try to balance/ utilize AVVE

Ex:
VN needs COC but China do not
Suggestion → giữ nguyên trạng + cùng khai thác
Sweet words → 16 Golden words + 4 Good
Something → add value via exchange

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 2. Lack of trust (thiếu tin tưởng lẫn nhau)

Situation:
Lack of trust
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Unwilling to provide information
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Both parties must share information
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The depth of information will be increased
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Build the trust

→ Share information, then increase information in-depth

Ex: VN - ASEAN NORMALIZATION 1988 - 1995

1967 - 1991 1992 - 1995 Today

1967: Anti VN 1992: CORE MEMBER

1971: Neutral view VN became an
1977: ASEAN declared observation
want to build a 1994: ASEAN admit VN
relationship with VN 1995: VN became a
1979: Anti VN again member of ASEAN
1988: The ties improved
1991: Conversation and
looking for the
consensus

Nỗ lực của VN Nỗ lực của ASEAN

- Võ Văn Kiệt - Corazon Aquino (Philippines)

- Đỗ 10 - Chatchai choonhavan (TL)
- Lê Đức Anh - Mahathir Mohamad (Malay)
- Nguyễn Cơ Thạch - Anwar Ibrahim (Malay)
- Phan Văn Khải - …
- …

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 3. Dependence (phụ thuộc lẫn nhau)

Situation:
The agreement of this negotiation (A) depends on the agreement of other
negotiations (B)
MOVE:
- If A is important and can be finalized
- Divide it into 2 separate parts and get it done
WAIT:
- If A is less important and can not be finalized
- Waiting for B

Ex: China/ South Korea/Japan post WW2

- Books (the truth and transparency)
- Prisoner of war (POW’s information)
- Forced laborer (sexual slave for Japanese soldiers)
- Yasukuni temple (2.5 million war criminals/ heroes)
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These above issues have strong relationships and depend on each other

DISCUSSION:
Các vấn đề như nội dung SGK, tù binh, lao động cưỡng bức, thăm đền
Yasukuni,... luôn gây căng thẳng trong quan hệ giữa Nhật Bản với TQ, Đài
Loan, Hàn Quốc, Triều Tiên,...
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VN từng bị NB chiếm đóng và khiến 2 triệu người dân chết đói, nhưng VN
không phản ứng gay gắt như các nước trên. Theo em, vì sao?

Explain:
- VN có văn hóa dễ dàng tha thứ nhưng không quên tội ác mà NB đã gây
ra ở VN
- Trong vấn đề Biển Đông, NB là 1 trong các cường quốc ở Châu Á lên
tiếng ủng hộ VN mạnh mẽ, phản đối TQ đánh bắt trái phép, xâm phạm
chủ quyền biển của VN tại BĐ → support VN in sea dispute
- Jpn is the member of the UN’s Security Council → do đó NB sẽ ủng hộ,
bênh vực VN nếu VN bị Nga + TQ kiếm chuyện. Nếu VN không làm
thân vs NB thì VN sẽ không còn ai để cùng sát cánh trên trường quốc
tế

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 - NB là quân cờ giúp VN balance the relationship with China and Russia
- NB correct its mistake in the past by fully financing construction the Đa
Nhim Hydro Power Plant in Ninh Thuan
- NB thực hiện ODA diplomacy, strongly invest in VN, lend to Vietnam at
preferential prices

4. Hindering forces (yếu tố cản trở)

Situation:
Stakeholders join/ do not join in the negotiation
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Identify the interest/ rights for them
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The purpose of hindering is based on their interests and rights
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Neutralize their hindering purpose (add value via exchange)

→ Determine the interest, then neutralize its purpose

Ex: Geneva Pact 1954

- Why is VN divided?
- Why choose 17 Parallel?

DISCUSSION:
Có quan điểm cho rằng “Các nước nhỏ không có ngoại giao, chính trị TG đó
là cuộc chơi của các nước lớn”. Mối quan hệ giữa nước nhỏ và nước lớn là
gì?
Nước nhỏ sẽ sử dụng chiến lược ngoại giao như: phòng bị nước đôi, phù
thịnh, cân bằng sức mạnh → VN dùng phòng bị nước đôi, ngoại giao cây tre.

5. Culture differences (khác biệt văn hóa)

→ Study and adapt them

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BÀI 7: NEGOTIATION MISTAKES

1. Over ambitious (quá tham vọng)

You request too many things from the opponent
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Your request exceeds the opponent’s endurance
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The negotiation may be failed
↕️
Benchmark: compare the request with something else
Explanation: provide the facts, evidence,... against the request

Ex: Paris Peace Talks (period 1968 - 1972)

Democratic the Repulic of VN

The Republic of South VN

Withdrawal of the US
The abolition of the Republic of VN’s regime

The US
The Republic of VN

Withdrawal of the DRVN

2 sides of South VN will decide the future

2. Overconfident (quá tự tin)

You overestimate your strengths
↕️
You underestimate the opponent’s strengths
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You face danger/lose the chance in the negotiation
↕️
Crosscheck by another person or team (adviser, consultant…)

3. Escalation (cố mọi cách để thắng)

You want to win the opponent

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You try to win the opponent by any cost
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You accept to pay higher than expected
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You can win, but you have to pay too much cost

4. Unfair perception (thiên vị)

Suy nghĩ theo nhóm (hiệu ứng đám đông, bầy đàn)
Tin vào hiện tại và những gì đã tìm (thay vì cái mới)
Ưu tiên, nói tốt cái mình đang sở hữu…
Thiên về những điều chắc chắn, ít rủi ro…
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You misunderstand the problem
↕️
Put yourself in the shoes of others
(to realize the fairness)

Ex: CJ - SAMSUNG Peace and War

CJ - SAMSUNG must use each other’s products bc The owners are the
relative
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Inheritance rights (money, share, facilities)
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Brotherhood and hatred (Tình anh em và hận thù)
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CJ - SAMSUNG hate each other and do not use products anymore

5. Uncontrollable emotions (mất bình tĩnh)

You are angry and lash out at the opponent
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 The negotiation might collapse
↕️
Pause: temporary stop to calm down
Mediator: soften the emotions and reconnect 2 sides

Ex: Japanese senators in fighting

They discuss sending Japanese troops to war abroad → pros n cons

BÀI 8: NEGOTIATION SKILLS

What is Skill?
Skill is the real ability to do something
(khả năng thực sự làm việc gì đó)
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You do something
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The way you do is bad ~ you have poor skill
The way you do is good ~ you have good skill
Hard skill Soft skill

Hard skills indicate your knowledge, Soft skills are related to the
experience, and expertise by doing interaction between you and others
something (can quantify) so-called interpersonal skills
Ex: - Communication
- Listening - Leadership
- Writing - Time management
- Driving

Listening
You listen to the opponent and others
Level 1: listen but your mind is out of nowhere
Level 2: only listen to what you need to
Level 3: listen and think about how to respond
Level 4: put yourself in the position of speaker
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Summarize the conservation

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Writing
You listen and then note the conservation
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Write quickly
Keyword
Mapping

Negotiation

1. They speak or you hear unclearly

If the opponent speaks unclearly
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Do not interrupt them, let them speak
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Repeat what you hear from them
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To make consensus

2. They speak briefly or generally

If the opponent speaks briefly
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Do not interrupt them, let them speak
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Question and encourage them to speak again
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Collect needed information

3. They are angry with you

If the opponents are angry with you
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Listen to them
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Pause the conservation to calm down
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Find the cause of their anger

4. They want to change the decision

You and your opponent already agreed on something
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But they want to change their decision
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- Pressure back: “If you change, I will change”
- Compare between “new decision” and “old decision” before accepting
their new decision

5. They prefer an indirect discussion

The opponent wants to discuss this via email or phone
I
V
Try to find their intentions (ý đồ): Why do they want this? What is the reason?
I
V
- Indirect talking is accepted for simple things bc it can hide the opponent’s
weakness
- Direct talking is always the most

6. They look down on you

The opponent downgrades you
I
V
They want you to be angry, and uncontrol emotions
I
V
You have to:

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 - Stay calm and control your emotions steadily
- Maintain your position in the negotiation
- Reply back (by words, gestures, attitude,...)

7. Representative is out of your control

Geneve Pact 1954
I
V
Why is VN divided?
Why have 17 parallels?

8. You have a conflict with your teammate

You + your teammate have an internal conflict
I
V
How to overcome the conflict?
I
V
The peace of the team is the first (conflict resolution)
(avoid/ accommodation/ compromise)

9. You are impacted by personal issues

Your personal issues involve negotiation
I
V
How to overcome this situation?
I
V
The interest of the team is the first
Write
Dùng Batna,zopa,avve: Tình hình biển Đông VN và TQ
The South China Sea issue between Vietnam and China is a complex
geopolitical challenge that demands careful negotiation and diplomacy. Both
countries have vested interests and territorial claims in the region, making
resolution of the conflict a delicate matter. By employing the principles of
BATNA (Best Alternative to a Negotiated Agreement), ZOPA (Zone of Possible
Agreement), and AVVE (Alternatives, Values, and Volatility Evaluation),
Vietnam and China can navigate this issue towards a peaceful resolution.To

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begin with, both Vietnam and China must consider their BATNA, which refers
to the best alternative option available if negotiations fail. In the context of the
South China Sea, this could involve exploring diplomatic channels such as
multilateral negotiations through organizations like ASEAN or seeking
arbitration through international legal mechanisms like the United Nations
Convention on the Law of the Sea (UNCLOS). By having strong BATNAs, both
countries can negotiate from positions of relative strength, increasing the
likelihood of reaching a mutually acceptable agreement.Furthermore,
understanding the ZOPA is crucial for finding common ground between
Vietnam and China. The ZOPA represents the range within which an
agreement can be reached that satisfies both parties' interests. By conducting
thorough assessments of each other's interests and priorities, including
economic, security, and diplomatic concerns, Vietnam and China can identify
potential areas of compromise and negotiation. This may involve delineating
maritime boundaries, resource-sharing agreements, or establishing joint
cooperation mechanisms for environmental protection and maritime
safety.Lastly, evaluating AVVE factors can help Vietnam and China assess the
feasibility and desirability of potential agreements. Alternatives refer to other
possible courses of action if negotiations fail, while values encompass the
core interests and principles each country seeks to uphold. Volatility
evaluation involves analyzing external factors such as regional geopolitics,
economic interdependencies, and the involvement of external actors. By
carefully weighing these factors, Vietnam and China can gauge the risks and
benefits of different negotiation outcomes and make informed decisions
accordingly.In conclusion, resolving the South China Sea issue between
Vietnam and China requires a nuanced understanding of each other's
interests, effective negotiation strategies, and a commitment to peaceful
conflict resolution. By applying the principles of BATNA, ZOPA, and AVVE,
both countries can work towards mutually acceptable solutions that promote
regional stability, security, and cooperation.
Vấn đề sông Mê Kong
The Situation of the Mekong RiverThe Mekong River plays a crucial role in the
life and economic development of many Asian countries, particularly
Cambodia, Laos, Thailand, and Vietnam. However, the river is facing
numerous challenges, from climate change to imbalanced economic
development. Write an essay on the current situation of the Mekong River and
how the relevant countries can collaborate to address these challenges.
The Mekong River stands as the lifeblood of existence and economic
prosperity for numerous Asian nations, yet its current state presents a
worrisome tableau of challenges. From climate change-induced fluctuations

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to biodiversity loss and the specter of unbalanced economic development, the
Mekong River basin confronts an array of issues that demand concerted
action and regional cooperation.First and foremost, fostering international
collaboration is paramount in devising and implementing plans to safeguard
and restore the Mekong River's environment. Such efforts necessitate the
sharing of information, expertise, and resources among the concerned nations
to mitigate the impacts of climate change and biodiversity loss.Secondly,
enhanced resource management and sustainable economic development are
imperative. This entails the construction of water infrastructure, effective river
basin management, and the bolstering of environmental education and
awareness campaigns. By adopting a holistic approach to resource
management, countries can safeguard the ecological integrity of the Mekong
River while ensuring sustainable economic growth.Lastly, there is an urgent
need for bolstered multilateral cooperation and the establishment of joint
governance mechanisms for the Mekong River. Through such initiatives,
nations can foster a peaceful, stable, and sustainable environment across the
entire Mekong River basin.In conclusion, the situation of the Mekong River
underscores the pressing need for collaborative action and shared
responsibility among the riparian nations. By addressing the challenges
through international cooperation, nations can pave the way for a future where
the Mekong River remains a beacon of life, prosperity, and sustainability for
generations to come.
Nga và Ukaine
The conflict between Russia and Ukraine presents a complex situation where
the principles of BATNA (Best Alternative to a Negotiated Agreement), ZOPA
(Zone of Possible Agreement), and AVVE (Alternatives, Values, and Volatility
Evaluation) can offer valuable insights for resolution.BATNA encourages both
parties to consider their best alternative options if negotiations fail. For Russia
and Ukraine, this could involve assessing the potential consequences of
continued conflict versus the benefits of diplomatic resolution. Understanding
their BATNAs can empower them to negotiate from positions of strength and
explore mutually beneficial outcomes.ZOPA highlights the importance of
identifying common ground and potential areas of agreement. Despite their
differences, Russia and Ukraine may find overlapping interests in areas such
as economic cooperation, security guarantees, or territorial arrangements. By
exploring the ZOPA, they can work towards compromises that address shared
concerns and promote stability in the region.AVVE emphasizes the need to
evaluate alternatives, values, and external factors influencing the conflict.
Russia and Ukraine must weigh the risks and benefits of various negotiation
outcomes while upholding their core values and interests. Additionally,

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considering external factors such as international alliances and regional
dynamics is essential for devising sustainable solutions and mitigating
volatility.In conclusion, by applying the principles of BATNA, ZOPA, and AVVE,
Russia and Ukraine can navigate the complexities of their conflict and chart a
path towards peace, stability, and mutual prosperity.
CGV và Spiderman (ice,nego,goodwill)
CGV has devised a comprehensive plan to facilitate ice-breaking activities and
negotiations with the Spider-Man film crew. Here's how they've structured
their approach:

**Ice-breaking Activities:**
- **9:00 am - 11:00 am:** Hosting the crew at the renowned Rex Hotel, offering
a panoramic view of Ho Chi Minh City, and providing easy access to the CGV
center for convenient transportation.
- **11:00 am - 1:00 pm:** Allowing the crew to relax and enjoy lunch at Rex
Hotel to experience its services and amenities.
- **2:00 pm - 5:00 pm:** Accompanying the crew to Nguyen Hue walking
street, arranging transportation, and creating a positive impression before
negotiations begin to showcase CGV's hospitality.

**Negotiation Day Schedule:**

- **9:00 am - 11:00 am:** Welcoming the crew at CGV headquarters,
demonstrating CGV's goodwill and operational standards.
- **11:00 am - 1:00 pm:** Sharing lunch at CGV headquarters with culturally
tailored dishes.
- **1:30 pm - 4:00 pm:** Holding the main negotiation session in a meeting
room at CGV Ho Chi Minh City headquarters, ensuring privacy and
confidentiality while discussing early screening arrangements and revenue-
sharing terms.
- **4:00 pm - 5:00 pm:** Organizing an afternoon party to celebrate successful
negotiations.
- **7:00 pm:** Seeing off the Spider-Man film crew at Tan Son Nhat airport.

**Goodwill Gestures:
CGV exhibited goodwill by providing support and hospitality to the crew a day
before negotiations. Inviting them to negotiate at CGV headquarters
underscores professionalism and builds trust. Negotiations will remain
confidential until both parties agree to disclose information.

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Overall, these strategies demonstrate CGV's commitment to establishing
rapport, fostering a positive negotiation environment, and cultivating goodwill
with the Spider-Man film crew.
Cuba- USA (barriers, mistake)
In navigating the complexities of diplomatic relations with Cuba, the United States faces
significant barriers and potential mistakes:
Barriers:
- Historical Resistance: The US adamantly refuses to relinquish control of Guantanamo Bay,
citing historical circumstances surrounding America's acquisition of Cuba from Spain.
- Strategic Importance and Security Concerns: Cuba's strategic location in the northern
Caribbean poses a challenge to any potential transfer of control, as the US views it as vital
for safeguarding key trade routes and national security interests.
Mistake:
- Overestimation of External Support: Cuba has historically relied on alliances with countries
like China and Russia, potentially overlooking the nuances of current geopolitical dynamics
and the complexities of diplomatic relationships
- Underestimation of Diplomatic Challenges: Cuba's political and social structure differs
significantly from that of the US, leading to diplomatic challenges and misunderstandings,
which hinder efforts to improve relations between the two nations.
Mỹ Trung (barriers, mis)
In negotiations between the United States and China, several barriers and mistakes have
hindered the process and outcomes of the talks. Here are some common barriers and
mistakes:

**Barriers:

1. **Trade Issues:** Disputes over trade such as tariffs, trade protectionism, and trade
deficit recriminations have created a tense environment, making negotiations difficult and
reaching agreements challenging.

2. **Technical Issues:** Competition in technical and technological fields, particularly

regarding intellectual property protection and cybersecurity regulations, has complicated the
negotiation process.

3. **Cultural and Political Differences:** Differences in culture and politics between the
United States and China can lead to misunderstandings and conflicts, undermining trust-
building and agreement-making efforts.

**Mistakes:**

1. **Lack of Transparency:** A lack of transparency in the negotiation process can breed

suspicion and concern, eroding trust between parties and creating risks for agreements.

2. **Lack of Flexibility:** Inflexibility in negotiation and attempts to coerce the other party
can lead to the breakdown of negotiations and failure to achieve desired outcomes.

35
3. **Lack of Respect:** Failure to respect the perspectives and interests of the other party
can lead to opposition and difficulties in conducting effective negotiations.

Identifying and overcoming these barriers and mistakes is essential to creating a positive
negotiation environment and achieving mutually beneficial agreements.
Liên quan đến vấn đề bản quyền
Barriers:

1. **Difficulty in Copyright Determination:** Sometimes, there can be ambiguity or disputes

in determining the copyright ownership or the scope of copyright for a specific artistic work.

2. **Complex Legal Procedures:** The procedures and processes related to copyright

registration and protection can be complex and costly, especially for multimedia or
international works.

3. **Copyright Infringement:** Copyright infringement can occur through copying,

distribution, or use of works without the permission of the rightful owner.

Mistakes:

1. **Lack of Control and Monitoring:** Organizations and individuals may make mistakes by
not having effective control and monitoring systems to ensure compliance and protection of
their copyrights.

2. **Incorrect Assessment of Copyright Value:** Mistakes can occur in assessing the value
of artistic works or copyright rights, leading to unfair or disadvantageous agreements.

3. **Negotiation Errors in Contracts:** Errors in contract negotiation, including failure to

clearly define terms and conditions, can lead to disputes and future risks.

Identifying and addressing these barriers and mistakes is crucial for effectively protecting
and managing copyrights in the entertainment and showbiz industry.
Tình hình căng thẳng giữa Triều Tiên và Hàn Quốc
1. BATNA,ZOPA,AVVE
1. BATNA (Best Alternative to a Negotiated Agreement):
• South Korea: South Korea’s BATNA may involve strengthening military
alliances with allies such as the United States and Japan, as well as implementing
defensive measures to counter any unforeseen military actions from North Korea.
• North Korea: North Korea’s BATNA could be to continue developing and
testing nuclear weapons and missiles, using them as part of its national defense
strategy to ensure security and autonomy.
2. ZOPA (Zone of Possible Agreement):
• In the current situation between South Korea and North Korea, the ZOPA is
very narrow due to significant differences in viewpoints and goals between the two
parties. However, a small ZOPA may exist if both parties are willing to accept minimizing
or controlling the scope and scale of nuclear weapons.
3. AVVE (Alternatives, Values, and Volatility Evaluation):

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 • Alternatives: Both South Korea and North Korea need to assess alternatives
such as international cooperation in nuclear arms control and resolving differences
through negotiations.
• Values: Both parties highly value national security and territorial sovereignty,
which increases tension and undermines the possibility of reaching an agreement.
• Volatility: The situation on the Korean Peninsula is always volatile and
uncertain, increasing the risk and difficulty in conducting negotiations.
2. ICE,nego,goodwill
Ice-breaking Activities:

1. Informal Networking: Organize informal gatherings or receptions where

delegates from both sides can mingle and interact in a relaxed atmosphere.
2. Cultural Exchange: Arrange cultural performances, art exhibitions, or
traditional cuisine showcases to promote mutual understanding and appreciation of
each other’s cultures.
3. Joint Recreational Activities: Plan joint recreational activities such as sports
games or team-building exercises to encourage cooperation and foster a sense of
camaraderie among delegates.

Negotiation Session:

1. Structured Discussions: Conduct structured discussions with predefined

agendas and time limits to ensure that all relevant topics are covered efficiently.
2. Mediation: Utilize neutral mediators or facilitators to guide the negotiation
process, facilitate communication, and help parties find common ground.
3. Breakout Sessions: Organize breakout sessions where smaller groups of
delegates can focus on specific issues or explore alternative solutions in more depth.

Goodwill Gestures:

1. Humanitarian Aid: Offer humanitarian aid, such as medical supplies or food

assistance, to demonstrate goodwill and support for the well-being of the people in both
countries.
2. Joint Projects: Initiate joint projects or initiatives in areas of mutual interest,
such as environmental conservation, infrastructure development, or public health
programs.
High-level Visits: Arrange high-level visits or exchanges between government officials or
prominent figures from both sides to signal a commitment to dialogue and cooperation.
III/ BARRIERS, MISTAKES
Barriers:

1. Historical Animosity: Past conflicts and tensions hinder trust and

cooperation.
2. Ideological Differences: Divergent political ideologies complicate
negotiations.
3. Security Concerns: Threats such as nuclear weapons escalate tensions.

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Mistakes:

1. Lack of Trust Building: Failure to establish trust leads to suspicion and

difficulties in implementing agreements.
2. Failure to Understand Perspectives: Misunderstanding each other’s
viewpoints hampers communication and resolution.

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