Bertram I. Spector is president of the Center for Negotiation Analysis and editor-in-chief of International Negotiation: A Journal of Theory and Practice.
Societies emerging from conflict, whose governing institutions typically are weak and inefficient, are particularly susceptible to corruption. Losing factions may use corrupt means to continue a bid for power or redress grievances, and winning factions find new powers to raid state coffers and siphon donor assistance funds. In Negotiating Peace and Confronting Corruption, Bertram Spector argues that the peace negotiation table is the best place to lay the groundwork for good governance.
Drawing from six case studies, Spector identifies key ingredients to building integrity into new governments: establishing cease-fires, negotiating future governance and anticorruption reforms, adequate and timely development assistance to implement the reforms, and continuing public participation in postagreement negotiations. The volume assesses the effectiveness of anticorruption measures and outlines best practices to build legitimate criminal justice systems, transparent and accountable legislative and political systems, effective governance practices, independent media, and sustainable economies in post-conflict societies.
The author concludes that ending violence through a negotiated cease-fire is not likely, by itself, to be sufficient, but addressing one of the initiating causes of conflict—corruption and abuse of power—is likely to strengthen the economic, political, and social fabric necessary for long-lasting peace and growth. This volume offers lessons for analysts and practitioners on how to structure negotiations to provide post-conflict societies with a sustainable new beginning.
From NAFTA to NATO, from the WTO to the WHO, a vast array of international regimes manages an astounding number of regional and global problems. Yet the dynamics of these enormously influential bodies are barely understood. Scholars have scrutinized international regimes, but that scrutiny has been narrowly focused on questions of regime formation and regime compliance. Remarkably little attention has been paid to the crucial question of how regimes sustain themselves and evolve.
This pioneering work sets about correcting that neglect. As its title suggests, Getting It Done explores how international regimes accomplish their goals—goals that constantly shift as problems change and the power of member-states shifts. In a series of conceptually bold opening chapters, the volume editors emphasize that successful evolution depends above all on a process of continuous negotiation—domestic as well as international—in which norms, principles, and rules are modified as circumstances and interests change.
The second part of the volume takes this framework and applies it to four case studies, two regional, two global. Each case study presents the aims, achievements, and structure of a regime and demonstrates how it adjusts its course through negotiation. A final chapter draws both theoretical and practical lessons for the future.