Peace talks are a vital component of conflict resolution. They are a central pillar of the United Nations’ Comprehensive Approach to Peace, and they help stalemates in armed conflicts dissolve through face-to-face dialogue. But they are also difficult and dangerous. The vast majority of negotiated agreements fail, and even those that do succeed rarely last. Understanding what makes peace talks work, or fail, is critical. This article presents several lessons learned from past experiences in negotiating peace:

One of the most important lessons is that preparation is essential. Strong preparation helps alleviate information asymmetries and commitment problems, and can establish a framework for protecting the process from exogenous shocks. It can also anticipate how implementation will be addressed, avoiding surprises that undermine the negotiations and make them more vulnerable to spoilers.

Another lesson is that the process of building trust in peace talks takes time. It is important to start by identifying what the parties agree on, and building a “island of agreement” from which to launch the discussion. It is also necessary to create a feeling of goodwill. Creating this sense of trust allows negotiators to address disagreements later in the negotiation.

Finally, it is important to enlist the support of local and grassroots actors. This often involves “track 3” processes, where community and grassroots-level civil society organizations participate in the negotiations with community leaders. This requires finding ways to overcome the challenges associated with these kinds of participation, such as contending priorities, geographical distance, language and implicit issues of hierarchy and privilege.