Principle 13. PHYSICAL QUARTERS ENABLE PERSONAL CONTACT.
Rustic, accessible quarters kept people vulnerable to one another personally. Without vulnerability, there is little compassion and people are left only with threat as a means of getting attention.
“The task apparently was to draft some sort of statement, but Carter continued meeting with Begin and Sadat. One evening, he dropped by Begin’s lodge. The following morning he strolled with Sadat for more than an hour along Camp David’s wooded trails.”
Principle 14. DRAMATICALLY REDUCED CONTACT WITH HIGHER OFFICIALS AND HIERARCHIES NOT PRESENT.
Conflict resolution sometimes calls for controlled communication. Reduced contact with their governments permitted secret diplomacy as well as open mediation. The system learning studied itself as it does it’s work. Cutting off this contact advanced the proceedings.
“After advocating open diplomacy in his election campaign and first months in office, Carter proved himself a master of the old art of secret negotiations. He even managed to get silence from the often leak-prone Israelis. Premier Begin, for example, calmly told his colleagues in Jerusalem by telephone that he could not say much about the talks because Carter had asked him not to. When Defense Minister Weizmann was asked by a newsman how the Israelis were doing, he cryptically responded, ‘we are doing.’”
Principle 15. CLARIFY THE END PRODUCT
While exploration and learning were fundamental to the process, the end product, “peace with justice” for all sides was clear from the beginning. Without goals there could have been learning without results. An organization that learns also needs to perform.
“At a showing of the movie ‘Patton’, Weizman makes a graphic point: “If this thing falls apart this is what we’re going to have — another war.’”