The Organizational Process: its Impact on Climate Negotiations

Abstract: Structural variables have been incapable of providing a fully satisfactory answer to why multilateral conferences can fail one year but succeed the next. Scholars focusing on the role of the presidency have been more successful, but a sole focus on the presidency, which comprise one part of an organizational process, might give us a partial understanding of the procedural dynamics in place. The process of international climate negotiations consists of regular meetings, relationships and common rules, routines and norms: similar to an archetypal organization. With an organizational perspective, new insights into why multilateral negotiations fail or succeed are disclosed. Through a qualitative approach, comparing the subsequent climate negotiations in Copenhagen and Cancun, including first-hand interviews, a systematic review of official documents and second-hand sources, a clear picture of what happened is depicted and analyzed. Findings show that the normal working process had been altered in Copenhagen due to special circumstances. Furthermore, the alignment between process managers was superior in Cancun, which fostered a high level of diplomacy and expertise. Finally, transparency in the process can generate trust and a more efficient negotiation process. This thesis shows that an efficient organizational process increases the probability of a successful outcome.