What are some of the key skills for effective diplomacy in international organizations?

Weick's model of organizing is a contemporary social scientific theory that describes the process of organizing as a set of interconnected communication processes that are used to resolve the equivocality of uncertain situations for promoting problem solving, adaptation, and growth [1]. Thus, you have simultaneously to understand the strengths and weaknesses in the process of interaction, and its importance on understanding the whole. Two-way interaction refers to a communicational environment based on mutual interaction. The main reason of using two-way is related with the feedback given by the related sides. More clearly, jointly produced meaning should be concluded from two-way interaction.

I'm a strong advocate for honing communication and persuasion skills, especially for those working in international diplomacy. It's all about getting your point across clearly and respectfully to a wide audience, while also listening and understanding different views to find common ground. To get better at these skills, practice public speaking, work on your writing, and learn more about cross-cultural communication. This approach will not only improve your ability to communicate and persuade but also help you build stronger connections in the world of international relations.

The challenge is to get the counterpart to negotiate your case ‘at home’ on your behalf. (I really don’t know what more to add to get to 125 characters)

Agree to all of those. Agility and flexibility while being very clear and laser focus on the objectives and core international law principles. As in every negotiation, soft with the people and hard on the issues.

The (inter)action might depend upon the figure (person) and background (context). I have developed several research tools getting around this problem of interpretating the action, making sense. Sensemaking is a process that can improve interpersonal communication when people must make decisions during extreme events. It has been used to mitigate organizational crises. You are in a dilemma, however. Are you interpreting or are you influencing the events (interpretation). Whereas sensemaking refers to the process by which individuals work to understand uncertain and ambiguous events, sense-giving entails attempts “to influence the sensemaking and meaning construction of others towards a preferred redefinition of organizational reality” .

In my experience working abroad, being good at building relationships was essential, especially in places where personal connections are very important. In some cultures, this matters more than in others, where work tasks might come first. If you want to succeed in international settings, being great at working together and building a network is key. You need to know how to get along in teams, make the most of your contacts, and deal with disagreements smoothly. Getting better at this means joining in on projects with others, going to events, and making more professional friends. It will not only help you build trust and work better with people from around the world, it will make it a more enjoyable experience for everyone.

Networking is vital in business, extending beyond international organizations to all sectors. It’s about cultivating lasting, mutually beneficial relationships. Stuart Diamond's "Getting More" illustrates this well, advocating for collaboration over competition in negotiations. My approach involves continuous engagement and genuine connection, ensuring relationships are nurtured, not just formed. This strategy fosters strong alliances and a cooperative business culture. Remember, effective networking is about creating value for all, evolving with the business landscape, and integrating seamlessly into daily practices. It’s building bridges, not just contacts.

In multilateral organisations, networking isn't just about who you know but how effectively you can collaborate across diverse teams and cultures. Adam Grant's ideas on "givers" in networking—those who contribute without expecting immediate returns—can be particularly effective in building long-term relationships. The Three Horizons Framework adds depth to this approach: focus 70% on near-horizon tasks (current role and relationships), 20% on mid-horizon opportunities (future partnerships and skills development), and 10% on far-horizon visionary goals (long-term impact and leadership). This balanced strategy ensures that your network supports immediate goals and long-term career aspirations.

You can quickly become dizzy. However, just to conclude. From the perspective of sensemaking theory, organizational members make sense of unexpected events through a process of action, selection and interpretation. Organizational culture is created not through shared meaning, but shared experiences through processes sensemaking. If you have a theory, perhaps the null hypothesis still can be used? I have got one step further: Collective Sensemaking, which is a conversational event where people intentionally come together for the purpose of using their varied perspectives and cognitive abilities to make sense of an issue or problem, they are mutually facing.

Yes, as well as connecting the dots, find patterns, root causes and push boundaries. Alwyas think of evidence-based analysis and support of your work. Know what you are talking about. Ask questions.

The issue, where my specialty has born most fruits, is, when you are changing the outset. What happens, when the figure is the context, and the background is the person(s) involved? References can be forwarded on request

In a VUCA world, adaptability and resilience are not just desirable traits—they’re necessities. The AQai ACE model highlights the importance of mental flexibility, grit, and resilience in adapting to new environments and challenges. Carol Dweck’s growth mindset theory also plays a role, encouraging diplomats to view challenges as opportunities for learning and growth rather than insurmountable obstacles.

Ethics and integrity are fundamental to diplomacy, forming the core of trust and credibility in international relations. Dale Carnegie's principles underscore that influence is rooted in ethical behaviour, as trust cannot be established without it. Brené Brown's research on vulnerability and courage highlights that true leadership in diplomacy arises when leaders confront difficult truths with integrity, fostering authentic dialogue. Integrating these values ensures that diplomatic efforts are effective and sustainable, as they build genuine, long-term relationships based on mutual respect and trust.

once we recognize we can feel deeply, love deeply, can feel joy, then we will demand that all parts of our lives produce that kind of joy.

Another thing to consider is the skill of patience. Patience with the process and patience with the people you are working with. Patience will get you results in diplomacy that no other skill can. And, it requires thinking outside of the box in analysis and assuming the best of other entities. Finally, not unlike the other skills, patience is something that is perfected over time.

Debo decir que también son necesarias la empatía y la sensibilidad. Mostrar comprensión y consideración por las perspectivas y preocupaciones de otros fomenta un ambiente de respeto y colaboración, esenciales para lograr uhna diplomacia efectiva.