How are decisions made within the Council of the European Union? Is there such a thing as a Brussels negotiations culture? What are trilogue negotiations and why are they so important? Which Member States have the most influence in Brussels? Who will run the table during the Brexit negotiations?

These and more questions are addressed during the 26-28 October training “Negotiations in the European Union”.

Navigating the myriad of Brussels stakeholders

The arena of EU negotiations brings together a host of disparate actors that all want a seat at the table and a piece of the pie. Some deals can be struck quickly during a seemingly innocuous lunch at The Grapevine on Place Luxembourg, whereas others have to be hammered out over months of laborious backroom negotiations between the main EU institutions.

As any hardened Brussels operator will confirm, thorough knowledge of the formal and informal decision making processes that shape these negotiations is a crucial precondition for success in Brussels. 

An awareness of how the different cultural traditions of the Members States can seep into the negotiation dynamics is also far from an undue luxury.

Negotiations in the European Union training at Clingendael

Against the backdrop of a changing European Union, on the brink of its first reduction in members since its inception, it is perhaps more important than ever that national civil servants that represent their Member States’ interests in Brussels prepare themselves for the challenging negotiations ahead.

A practical approach to training

The three-day training offered by Clingendael places particular emphasis on the practical reality of negotiations in the Belgian capital. 

The importance of package dealing, the dictum that "nothing is agreed until everything is agreed", and the "contacts before contracts" nature of Brussels negotiations will become familiar principles. 

This practical approach is underpinned by selected assignments, simulations and self-assessments, developed by experienced Clingendael trainers, coupled with case-specific feedback and relevant negotiation theory.

More information?

Please contact Christiaan Nelisse, Training and Research Fellow, Clingendael Academy.