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THE FIRST STEP: PREPARATION FOR NEGOTIATION <br />Practically every experienced negotiator and researcher emphasizes the <br />importance of preparing for a negotiating session by collecting facts about <br />the issues. The instream flow negotiator needs to know precisely what the <br />limits and results of his proposals are. He should be able to answer every <br />possible "If this change is made in the stream, then what effect on the <br />habitat, recreation values, or project operation?" question that the other <br />side may raise. He also needs to have a firm grasp of the needs and limita- <br />tions of all the other parties. Before the negotiations begin, he must be <br />able to analyze what the other negotiators need, where their bottom line <br />probably lies, what issues they are able to make concessions on, and what they <br />would like to have that would cost him little. How much water, where, for how <br />long, and when do the other parties need it? What other sources exist? What <br />degrees of change can the proposals permit? Without these basic requirements, <br />the negotiator is working in the dark, and will probably do more harm than <br />good to his cause. <br />The negotiator must be technically prepared to evaluate any proposal <br />which an opposing side might offer. This might include many combinations of <br />timing, source, quantity, and quality of water. The negotiator must be ready <br />to argue for or against those proposals, and he must have convincing, concrete <br />reasons for accepting or rejecting them. Without rational support for his <br />position, he cannot hope to retain the confidence of either his agency or the <br />other side. He must recognize the effects of any concession made by his side <br />or any other party in such matters as flow, quality, temperature, timing or <br />3