The emerging 28-points peace initiative functions as a public version of a Single Negotiating Text (SNT), a mediation technique. One of the most consequential applications of this method took place at Camp David in 1978, when U.S. President Jimmy Carter mediated between Egyptian President Anwar Sadat and Israeli Prime Minister Menachem Begin.
In any SNT process, placing a structured framework on the table in advance means the mediator is not merely facilitating discussion but shaping and largely controlling the negotiation space before the parties even sit down. That is the central strength of the SNT approach.
At Camp David, Carter used a confidential SNT and continually refined it through 23 iterations until agreement became possible. A related logic appeared in the 1982–83 “Walk in the Woods” episode, where U.S. negotiator Paul Nitze and Soviet negotiator Yuli Kvitsinsky stepped outside rigid formal positions on nuclear negotiations to craft an intermediate proposal that neither side could publicly initiate but both could evaluate.
The difference now is the public nature of the text. Once an SNT becomes visible, every actor evaluates it through domestic pressures and strategic narratives. Even so, the architecture matters. Although the distribution of incentives in the text appears uneven, the 28-points framework introduces linkages and options that neither side could realistically table publicly. What follows remains to be seen.
Business and diplomacy may seem to belong to different realms, yet both depend on the same essential craft: the ability to manage complex and high stakes negotiations in uncertainty and with competing interests. In diplomacy, careers and international stability can hinge on a single conversation or understated message. In business, billions of dollars and corporate reputations can turn on the outcome of a deal.
Having served as ambassador, negotiation scholar, and business trainer and consultant, I have witnessed how diplomatic principles – careful preparation, emotional discipline, social grace, and cultural intelligence – can give business leaders a decisive edge.
Where many corporate negotiations remain transactional and price-driven, diplomacy operates in fluid environments where subtle signaling, long-term positioning, and managing relationships often matter more than immediate tangible outcome. Leaders who adopt diplomatic skills can navigate these conditions with greater confidence and achieve agreements that endure.
Below are six diplomatic strategies that business leaders can adapt to strengthen their negotiation mastery.
1. Prepare Beyond the Numbers and Immediate Results
Seasoned diplomats never approach a negotiation without deep groundwork. They study every stakeholder, including hidden ones, anticipate reactions, align their internal teams, and map out alternative scenarios. Preparation extends far beyond compiling statistics, financial models, and immediate results. It involves uncovering motivations, concealed constraints, long-term thinking, and the informal networks that influence decision making.
For business leaders, this means asking the questions behind the spreadsheets: What drives each party’s behavior? Who holds quiet influence in the room? What future opportunities might be jeopardized by a short-term concession? A global merger, for example, may hinge less on price than on regulatory attitudes or political sensitivities.
Diplomatic approach balances urgent objectives with long-term relationships. A negotiator who protects future partnerships, rather than trading them away for a quick win, secures not only today’s deal but tomorrow’s access.
2. Project Strength with Courtesy
Power in diplomacy is not merely positional or related to hard power; it is behavioral and may come from soft power. Skilled diplomats maintain calm, respectful presence even when national interests collide. They regulate emotional tone, respond with tact, and build influence through steadiness rather than volume. Skilled diplomats blend outward courtesy with inner resolve.
Business leaders face similar high-pressure moments – boardroom showdowns, late-night crisis calls, tense cross-border emergencies and bargaining. In such settings, those who combine firmness with courtesy gain far more leverage than those who dominate the room. Emotional intelligence becomes a strategic asset: reading the atmosphere, paying attention to details, defusing tension, and signaling confidence without aggression.
Courtesy is not weakness. It is a deliberate form of strength that invites dialogue and keeps the door open for creative solutions when talks reach an impasse.
3. Communicate with Precision and Intent
Diplomatic communication is never accidental. Every word, pause, and gesture carries meaning. Timing can be as critical as content; a single well-placed silence can convey resolve more effectively than a paragraph of arguments.
Business negotiations demand the same discipline. Leaders must craft messages that are clear yet flexible, avoiding unnecessary detail while leaving space for movement. Non-verbal cues – tone, body language, seating arrangements – can reinforce or undermine stated intentions.
Consider a technology partnership where cultural norms differ sharply: a casual remark that seems harmless in one market might be interpreted as a binding promise in another. Diplomats are masters of communication. A diplomatic approach anticipates these sensitivities, ensuring that communication advances strategy rather than creating costly misunderstandings.
4. Preserve Dignity and Build Trust
Lasting agreements require more than handshakes and signatures. They demand that all parties feel respected throughout the process. Diplomatic negotiators go to great lengths to protect the dignity of their counterparts, offering face-saving options, sharing credit, and avoiding public cornering even when disagreements are deep.
In business, preserving dignity is equally powerful. A supplier who leaves the table feeling humiliated may retaliate later; an investor who feels respected will return for the next round. Trust is built through consistent actions, maintaining confidentiality, and carefully fulfilling promises. Trust building takes time and patience.
By safeguarding reputation – both their own and that of their counterparts – leaders create the psychological conditions for durable cooperation.
5. Cultivate Cultural Intelligence and Adaptability
Diplomats are students of culture. Before entering a negotiation, they learn the history, etiquette, and decision-making styles of their counterparts. This cultural intelligence provides a critical advantage in an interconnected economy where deals often cross borders and time zones.
For executives, cultural fluency can determine whether a partnership thrives or collapses. A gesture of warmth in one region may be seen as intrusive elsewhere. Decision cycles that are rapid in Silicon Valley may move deliberately in East Asia. Leaders who adapt their style, without abandoning core objectives, reduce friction and build credibility with diverse partners.
Flexibility is not compromise; rather, it represents strategic alignment. In diplomacy, it combines brilliantly with persistence. By adjusting methods to context while staying anchored to purpose, business negotiators can bridge gaps that purely transactional players cannot.
6. Practice Strategic Restraint
Perhaps the most counterintuitive diplomatic lesson is the power of restraint. Knowing when to speak, when to wait, and when to allow silence to work is often more effective than a barrage of arguments. Business negotiations frequently reward the same discipline. A well-timed pause can prompt concessions; a delayed response can signal careful consideration rather than weakness. Strategic restraint also prevents public escalation, protects relationships, and keeps attention on long-term outcomes rather than short-term point scoring. Quiet effectiveness often beats loud declarations. In diplomacy, it goes hand in hand with determination. The leader who resists the urge to react impulsively preserves room for creative solutions and protects the integrity of the process.
Leading Like a Diplomat
Today’s executives face global operations, public scrutiny, complex partnerships, and multicultural teams. Technical expertise and financial acumen are necessary but insufficient. Effective leadership requires the ability to negotiate in environments of uncertainty, shifting alliances, and cultural diversity.
By integrating these six diplomatic strategies – deep preparation, courteous strength, precise communication, trust building, cultural intelligence, and strategic restraint – business leaders can transform negotiations from zero-sum battles into collaborative problem-solving.
The result is not merely better deals. It is stronger teams, deeper partnerships, and a leadership style capable of navigating the volatile, interconnected world of twenty-first-century commerce.
After much thought, Thornton Zhu came to realize that everything in the world is connected to everything else. Gradually he began to sense those connections – between the falling leaves in London’s Holland Park and a volcanic eruption in Kamchatka, between his wife’s moods and the rising level of the world’s oceans.
One day, seeing in an old magazine a thirty-year-old photograph of a woman in tears, he suddenly understood, though he could not say how, that had she smiled at that very instant, the destructive power of the great Atlantic typhoon twenty years later would have been much weaker.
In his investigations, Zhu had advanced so far that, by studying the pattern of spilled sugar or salt on a tabletop, he could forecast next week’s weather or even the coming grain harvest.
He could only imagine what intricate chain of relationships might stretch between, say, a shaving set in a shop window, the snows of Kilimanjaro, and his great-great-grandfather, who had never shaved and had never been to Africa. Yet time after time, Zhu became convinced that nothing in this world stands apart; everything, somehow, is linked.
Thornton was quite pleased with his discoveries. At times, by listening to birdsong or watching the serve of his favorite tennis player, Pete Sampras, he could tell which London shop was selling cheaper beer. Eventually, a new idea began to trouble him: if two things are connected, then by influencing one, one might affect the other.
But an inner voice warned him not to use this ability. He vaguely sensed that any interference in the flow of events could bring about an endless chain of unforeseen consequences. In ordinary life there was nothing wrong when a person acted naturally, creating or breaking connections through daily deeds. Even the ugliest acts born of life itself were woven into the fabric of the universe, into its vast weave of cause and effect. A sailor sets his sail to the wind that blows, not to the one that has died away or has not yet risen. Yet if he somehow managed to catch a Baltic breeze with a sail on the Black Sea – to construct an artificial link – the whole system would be thrown out of balance.
Once, after dinner, Thornton for some reason drank coffee instead of his usual tea and began softly humming a long-forgotten tune. At that very moment he realized that his beloved nephew would fail his mathematics exam the next day. The boy was finishing school, and his chances of entering Oxford depended on that result. Zhu was deeply troubled but held himself back; he didn’t warn his nephew or suggest postponing the test. Sadly, he was right – the boy did not earn the marks needed for Oxford. Yet Thornton felt no regret. He was even glad that he had managed to keep the genie in the bottle.
That day there was to be a football match between Manchester United and Arsenal. A devoted Man U fan, Zhu had managed to leave work early. On the way home he bought a case of his favorite Boddington’s beer, opened the door of his flat in South London, set the beer down in the hallway, hurriedly threw off his work clothes and shoes, and tossed them in the corner. Then, as usual, he changed into his Manchester United kit. The match was to begin in twenty minutes. He never tried to predict the outcome of games – in fact, he preferred not to – because he liked to savor the match itself.
Grabbing two cans of beer, he headed toward the living room. As he walked, his eye caught the heap of trousers, socks, jacket, and shoes lying on the floor. What he saw struck him suddenly: it dawned on him that the Allied air forces were about to strike Iraq. In just a few minutes, war would begin!
Frozen, Thornton stared at the chaotic pile. What should he do – go watch the long-awaited match as if nothing had happened, or change the arrangement of the heap and thus prevent the war? Zhu hated the Iraqi tyrant, the Bearded Killer, yet as a pacifist he opposed war on principle.
The match was about to start; there was no time to lose. Gathering himself, Thornton took a short run-up and, like an expert footballer, kicked the trousers across the room. Yes, he had broken his rule and interfered with the course of events. But this was a special case, and Zhu felt with relief that the threat of war had passed.
Content, he turned on the television, settled comfortably in his armchair, took a sip of beer, and waited. But just before kick-off, the broadcast from the stadium was interrupted by breaking news. The excited announcer reported that only minutes earlier, Allied forces had launched a missile strike on the Lesser Barbarian Archipelago. The newsreader expressed confusion: why had the Allies, after so long preparing for war with Iraq, suddenly attacked a cluster of god-forsaken islands inhabited mostly by peaceful shepherds?
Zhu turned pale. He ran into the hall, still holding his half-empty can of beer, and stared in despair at his trousers sprawled limply between the telephone and the crate of beer. In his mind’s eye he clearly saw the Allied missiles falling on the green pastures of the archipelago. Then something caught his attention: one trouser leg was bent awkwardly at the knee. My God – one of the missiles had veered off course and was heading for America!
He had to act immediately to prevent disaster. But then another thought came: any attempt to intervene might unleash new horrors. What should he do? No – he must save innocent lives! Thornton hurled the beer can into the trouser leg and, instantly calm, ran back to the television. He knew the missile would not strike America now, and he was glad. But he preferred not to think about where it might land instead. Zhu understood that the more he interfered with events, the more unpredictable they became.
The explosion came so suddenly that Thornton never had time to appreciate the elegant football play that was about to end in a magnificent goal.
Fencing and negotiation may seem worlds apart – one takes place on a piste with blades, the other across a table with words. Yet both belong to the same ancient art: the art of strategic interaction.
As a former fencing athlete – Master of Sports and member of Uzbekistan’s junior team (foil) – and ex-ambassador, I have long felt how movement, timing, and awareness shape not only competition but also negotiation and diplomacy. In both fencing and negotiation, every move matters. You face an opponent who is, paradoxically, also your partner in creating the outcome. You win not by overpowering, but by reading, anticipating, and harmonizing with the rhythm of the encounter. And in diplomacy and negotiation, like in fencing, real emotions can be hidden behind the masks. I use negotiation for the universal craft and diplomacy for its grandest stage –statecraft – but the blade and the mask work the same in both.
In fencing the mask is literal – steel mesh that turns the face into a blank oval, forcing both combatants to read shoulders, hips, the tremor of a wrist. Yet it is never neutral: it magnifies micro-signals while shielding the eyes that might betray fear or triumph. The diplomat’s mask is subtler – posture, tone, the calibrated half-smile – yet it serves the same double purpose. It protects vulnerability and projects control. Skilled practitioners learn to inhabit the mask without letting it ossify. A fencer who freezes behind the grille is stabbed; a negotiator who mistakes his persona for his person concedes the agenda. The master, therefore, treats the mask as a mirror held at arm’s length: it reflects the opponent’s expectations back at them, distorted just enough to create openings. When to lower it – briefly, strategically – becomes the final feint. A flash of genuine frustration can lure an overconfident lunge; a flicker of empathy can coax the concession neither side thought possible. The mask, then, is less disguise than instrument: played well, it reveals more than it conceals.
Every fencer knows that victory depends less on strength and more on timing, distance, and clarity of intention. One has to read or assess the situation as a whole. The same is true for negotiators. The best negotiators, like skilled fencers, sense when to advance, when to pause, and when to let the other side make their move first. They know how to disguise intent without losing authenticity and how to stay calm amid uncertainty.
The art of anticipation lies at the heart of both disciplines. In fencing, you learn to read your opponent’s body before they move – a subtle shift in weight, a fraction of tension, the rhythm of breathing. You do not simply react; you position yourself where their next move will leave them vulnerable. You need to think several steps ahead.
In negotiation and diplomacy, the same principle applies. The skilled diplomat reads not just words but silences – the pauses that reveal doubt, the emphases that betray priority. Anticipation is not prediction; it is awareness so sharp that you move with events, not behind them. You create space for outcomes before others realize they are possible.
In game theory, Thomas Schelling described a “strategic move” as an action designed to shape another player’s expectations and choices. Both fencing and negotiation embody this principle. The expert fencer and the seasoned diplomat know that a move is never just a movement – it is a message. It signals, provokes, and reshapes the situation. The most decisive move often appears indirect: a feint, a pause, an invitation that makes the other commit first.
Both disciplines are simultaneous games – players act concurrently, ahead of, or in reaction to one another. This makes the game harder, yes, but infinitely richer in strategic possibility. In fencing, you cannot wait for your opponent to fully extend before responding – but you can invite the extension with a half-step back, a flicker of the blade. Negotiation follows the same logic: you don’t counter an offer you haven’t heard, but you can shape the silence – a pause, a raised eyebrow, a question left hanging – until the other side feels compelled to speak first.
In both games – whether with swords or with mental strategies – the mastery lies not in aggression but in presence, timing, and design. Each move expresses intention, communicates possibility, and defines the space of mutual understanding. However, the move can also be deceptive, and the best fencers and negotiators can distinguish the real one from the deceptive.
One might argue that many sports involve strategy, reading opponents, and tactical thinking. Yet fencing occupies a unique position. Unlike tennis, where the court separates and faces are visible, fencing occurs at conversational distance – close enough to read breath and tremor, masked enough to require interpretive skill. Unlike sports where reaction time eclipses strategic thought, fencing’s tempo allows for the pregnant pause, the deliberate invitation, the calibrated feint. And unlike games where implements mediate contact, the blade is direct extension of intention, a communicative instrument that signals as it threatens. Fencing, like diplomacy, emerged from the same crucible: the aristocratic culture of honor, where negotiations failed and swords spoke. They are not merely analogous – they are cousins.
Diplomats sometimes say that negotiations are “fencing with words.” Fencing, at its best, is a dialogue of minds expressed through movement. Both arts remind us that the finest victories are those achieved not only with strategy, precision, and timing, but also with grace. And perhaps this is the deepest parallel: in both fencing and negotiation, the bout ends but the relationship continues. The opponent you face today may be your partner tomorrow. The fencer who scores with brutal efficiency may win the point but lose the respect that shapes future matches. The diplomat who extracts maximum advantage may secure the agreement but poison the well for what comes next. True mastery, then, lies not merely in winning but in winning in a way that preserves the possibility of future engagement – fighting as if you might one day need to fight beside your opponent, negotiating as if today’s adversary might become tomorrow’s ally. This is why grace matters: it is not ornament but insurance, not weakness but wisdom. The mask comes off, the blades are lowered, and what remains is the memory of how you moved – and whether, when next you meet, the other side will trust you enough to engage again.
Alisher Faizullaev is the author of academic, professional, and literary works published in English, Russian, and Uzbek. His books explore diplomacy, negotiation, psychology, leadership, and the art of human interaction.
Books in English
Faizullaev, Alisher (2022). Diplomacy for Professionals and Everyone. Leiden and Boston: Brill.
Faizullaev, Alisher (2018). Symbolic Insult in Diplomacy: A Subtle Game of Diplomatic Slap. Leiden and Boston: Brill.
Selections from the author’s earlier work Motivational Self-Regulation of Personality were translated into English and published by Taylor & Francis in 2020 in the Journal of Russian & East European Psychology. https://doi.org/10.1080/10610405.2020.1852849
Books in Russian and Uzbek
Faizullaev, Alisher (2015). International Negotiation: A Practical Guide for Diplomats. Tashkent: Jahon.
Faizullaev, Alisher (2011). As Power to Power: Politics of Interpersonal Relations. Moscow: Smysl.
Faizullaev, Alisher (2007). Diplomatic Negotiations: Textbook. Tashkent: University of World Economy and Diplomacy Press.
Faizullaev, Alisher (1995). Human Being, Politics, Management. Tashkent: Uzbekistan Publishing House.
Faizullaev, Alisher (1987). Motivational Self-Regulation of Personality. Tashkent: Publishing House of the Academy of Sciences of Uzbekistan.
Literary Works in Russian
Published under the pen name Alisher Faiz.
Faiz, Alisher (2006). Krugovorot (Circulation). Tashkent: Sharq Publishing House.
Faiz, Alisher (2004). Tabula Rasa. Tashkent: Sharq Publishing House.
Edited Books
Faizullaev, Alisher and Roy Allison (eds.) (2005). Regional Conflict Prevention/Resolution and Promoting Stability in Central Asia and Afghanistan. Tashkent and London: University of World Economy and Diplomacy (UWED) and Chatham House [in English and Russian].
Faizullaev, Alisher (ed.) (2004). Problems of Uzbekistan’s National Security and Conditions for Sustainable Development. Tashkent: UWED [in English, Russian, and Uzbek].
Professor Alisher Faizullaev has developed and teaches the following university courses. They integrate theory and practice, emphasizing strategic thinking, negotiation, communication, and diplomacy as dynamic, human-centered, and interactive disciplines.
1. Diplomacy & Negotiation
Course Description
This course offers a systematic introduction to diplomacy and negotiation as interconnected practices shaping international relations. Students explore conceptual foundations and develop practical skills through lectures, discussions, simulations, and analytical case work. The course emphasizes both strategic reasoning and interpersonal dynamics, with particular attention to game theory as a tool for understanding negotiation behavior and outcomes.
Learning Outcomes
Students will: • Explain how diplomacy and negotiation influence international politics and conflict resolution. • Apply analytical frameworks (game theory, signaling, practice theory) to real-world cases. • Demonstrate negotiation, communication, and persuasion skills in simulations. • Design diplomatic strategies that balance interests, power, relationships, and ethics.
2. Interactive Communication
Course Description
This course develops competence in four fundamental modes of human interaction: conversation, negotiation, rhetoric, and debate. Students learn how people think, speak, and act in cooperative and competitive situations, and how communication shapes relationships and decision-making. The course integrates conceptual models with experiential learning, drawing on discussions, case studies, role plays, and simulations, while paying attention to verbal, nonverbal, and digital communication.
Learning Outcomes
Students will: • Demonstrate proficiency in conversation, negotiation, rhetoric, and debate across contexts. • Use strategic and interpersonal communication techniques to build trust and influence. • Deliver structured and persuasive speeches and engage in reasoned, evidence-based debate. • Apply communication skills in intercultural, professional, and digital environments.
3. Strategic Thinking and Interaction
Course Description
This course examines the principles and practices of strategic thinking in diplomacy, business, politics, and social life. Students learn to analyze complex situations, anticipate the behavior of others, and develop strategies that respond to uncertainty and interactional dynamics. The curriculum integrates game theory, negotiation analysis, and strategic communication with case studies and simulations.
Learning Outcomes
Students will: • Apply strategic and game-theoretic models to international and organizational cases. • Evaluate strategic choices in both cooperative and competitive interactions. • Incorporate ethical, cultural, and psychological factors into strategic decision-making. • Demonstrate strategic communication and negotiation skills through exercises and simulations.
4. Diplomacy in the Modern World
Course Description
This course offers an overview of contemporary diplomacy, examining its evolution, institutions, and practices from bilateral to multilateral and digital contexts. Students analyze current international events and develop practical skills through lectures, discussions, and simulations. The course highlights how diplomacy operates within political, cultural, and technological transformations.
Learning Outcomes
Students will: • Explain the evolution, institutions, and methods of modern diplomacy. • Compare state and non-state diplomacy, including bilateral, multilateral, and digital forms. • Demonstrate skills for organizing conference diplomacy and participating in multilateral negotiations. • Analyze the ethical, political, and cultural dimensions of diplomatic practice today.
Alisher Faizullaev, D.Sc. in Political Science and Ph.D. in Psychology, is a scholar–practitioner and former ambassador who helps leaders, diplomats, and professionals negotiate effectively and think strategically. A Professor and experienced trainer, he designs and conducts programs on negotiation, strategic thinking, leadership, and team collaboration that integrate academic depth, diplomatic insight, and practical application.
He has trained and spoken at universities and organizations worldwide, including Harvard University, Tufts University, Georgetown University, Seton Hall University, McGill University, the University of Cambridge, the University of Oxford, the University of California, Johns Hopkins University, Keio University, the California School of Professional Psychology, the Center for Creative Leadership, the OSCE Academy, Chatham House, the Clingendael Institute, Con Edison Co., Context International, the World Affairs Council, and the European Bank for Reconstruction and Development. His lectures and masterclasses have been featured at numerous international forums and conferences across Europe, North America, and Asia.
In Uzbekistan, Professor Faizullaev has conducted training programs for leading companies and institutions including GM Uzbekistan, Korzinka.uz, Artel, Ucell, LUKOIL, Nestlé Uzbekistan, Eriell, ENTER Engineering, Carlsberg Uzbekistan, Navoiyuran, UzEngineering, UZCARD, USAID, UNDP, and many ministries, banks, government agencies, and business schools.
A TEDx speaker and author of ten books, he unites diplomacy, psychology, and leadership to help people develop strategic awareness, leadership skills, negotiation and communication mastery.
In Uzbek, there is a word of Arabic origin — savlat. It roughly means majestic bearing or dignified appearance, yet no single English word can quite capture it. Savlat lives somewhere between posture and spirit, between how one looks and how one carries one’s inner weight.
Uzbek has many expressions built around it: savlat tuqish — to assume an air of importance, savlat bosish — to impress others by one’s bearing, sersavlat or savlatdor — a person of solid, imposing presence. Each variation shades the meaning differently, from natural authority to deliberate display.
In traditional culture, savlat is considered a virtue. A person who possesses it commands respect; people listen and take them seriously. But Uzbek wisdom also warns against hollow grandeur. An old proverb says: “A dry basket is better than dry dignity.” The play on words (savlat — dignity, savat — basket) makes the point clear: outward majesty means little if it carries nothing inside.
Usually savlat is associated with men — tall, broad-shouldered, with calm and steady voices. A small, thin man with a shrill tone cannot easily be savlatdor. A woman may also possess savlat, but in that case it suggests an exceptional and quietly commanding grace, a noble presence that does not need to speak loudly.
Savlat is more than appearance. It’s a cultural way of saying that dignity should be visible and embodied — that one’s stance, movement, and calmness reveal inner steadiness. It is the belief that true composure has a form, and that when this form is empty, the people will gently laugh: after all, even a basket carries something useful.
А.А.Файзуллаев (2007). Дипломатические переговоры. Ташкент: УМЭД. ISBN 978-99943-340-05-3
A.A.Faizullaev (2007). Diplomatic Negotiations. Tashkent: UWED. ISBN 978-99943-340-05-3
This is a textbook on diplomatic negotiations. The book is intended for training international relations specialists and for improving the qualifications of practitioners in the field of international relations and diplomacy. The author analyzes negotiations, first and foremost, as a process of mutual influence between two or more parties with the goal of reaching a joint decision, i.e., places emphasis on the procedural and interactive aspects of negotiations. A broad overview of contemporary research on negotiations is provided. The manual may be useful for anyone interested in the art of diplomacy and problems of negotiations.
Это учебное пособие по дипломатическим переговорам. Книга предназначена для подготовки специалистов-международников и для повышения квалификации практиков в сфере международных отношений и дипломатии. Автор анализирует переговоры, прежде всего, как процесс взаимовлияния двух или более субъектов с целью принятия совместного решения, т.е. делает акцент на процессуальные и интерактивные аспекты переговоров. Дается широкий обзор современных исследований по переговорам. Пособие может быть полезно для всех, кто интересуется искусством дипломатии и проблемами переговоров.
А.А.Файзуллаев (1987). Мотивационная саморегуляция личности. Ташкент: Издательство “Фан” Академии наук Узбекской СССР.
A. A. Faizullaev (1987). Motivational Self-Regulation of Personality. Tashkent; Fan. OCLC: 22250193; Code: Ф 03040000000-3413 / М 355 (94) – 87 / 5 – 87; Pages: 134.
This monograph is the first to summarize systematic ideas in the study of the motivational sphere of personality, identifies and reveals the functional-genetic stages of motive formation, conducts a comparative analysis of systemic and additive properties of human motivational sphere, identifies various motivational crisis states arising as a result of blockage of stages in the formation of motivational structures, examines the process of objectification of motivational phenomena, basic strategies and psychological methods of self-regulation of one’s motivation by the subject. Practical recommendations are provided for implementing adequate and effective motivational self-regulation of personality.
For the manuscript of this monograph, the author was awarded the title of laureate of the Ninth All-Union Competition of Young Scientists and Specialists in Social Sciences.
For psychologists, philosophers, educators, and sociologists.
Part of this book was translated into English and published in Journal of Russian & East European Psychology, 2020, Vol. 57, No. 5-6, pp. 337-410. https://doi.org/10.1080/10610405.2020.1852849
В монографии впервые обобщены системные идеи в изучении мотивационной сферы личности, выделены и раскрыты функционально-генетические этапы формирования мотивов, проведен сравнительный анализ системных и аддитивных свойств мотивационной сферы человека, выявлены разные мотивационные кризисные состояния, возникающие в результате блокировки этапов формирования мотивационных образований, изучены процесс объективации мотивационных явлений, основные стратегии и психологические способы регуляции субъектом своей мотивации. Даны практические рекомендации по осуществлению адекватной и эффективной мотивационной саморегуляции личности.
За рукопись монографии автору присвоено звание лауреата девятого Всесоюзного конкурса молодых ученых и специалистов по общественным наукам.
Для психологов, философов, педагогов и социологов.
Часть этой книги была переведена на английский язык и опубликована в Journal of Russian & East European Psychology, 2020, Vol. 57, No. 5-6, pp. 337-410. https://doi.org/10.1080/10610405.2020.1852849
Alisher Faizullaev 