Chapter 2: What is diplomacy and why interest representation?

Diplomacy is both a broad and narrow field. Broad in that it covers many different sectors and areas of engagement and business, yet it takes place between relatively few actors, mainly nation-states. The U.S. Department of State defines diplomacy as “the art and practice of conducting negotiations and maintaining relations between nations; skill in handling affairs without arousing hostility.” (U.S. Department of State, 2018). Another definition describes diplomacy as "the conduct of international relations by negotiation and engendering goodwill and mutual trust rather than by force, propaganda, or recourse to law.” (Muthanna, 2013). From these two definitions it can be concluded that diplomacy concerns communication, reaching agreements and state interaction. In the last few decades there have been several attempts at a framework for diplomacy, among these is the article by Paul Kreutzer (Kreutzer, 2014), who proposes ten principles for diplomatic operation:

1.National interest 2.Credibility 3.Clarity 4.Comprehensiveness 5.Understanding 6.Perceptiveness 7.Circumspection 8.Confidence-building

9.Decisiveness 10.Perseverance

All ten principles are applicable to all aspects of a diplomat's work in a foreign country but with varying levels of suitability. After the do's and don'ts lists in each section of the following chapter, there will be a short notice on what principles are at play.

Diplomacy is, generally, performed by Embassies and Embassies generally have five core purposes they work for in any given country and situation, as laid out in the 1969 Vienna Convention Article 3: 1) represent the sending state in the receiving state, 2) protect the sending state and its citizens' interests in the receiving state, 3) negotiate with the receiving state’s government 4) legally gather information about the conditions and developments on the receiving state and inform about it to the sending state's government, and 5) further the good connections between the sending and the receiving state. These are all different forms of interest representation and should be treated as such.

Many think of diplomats as distant, secretive elitists having closed-door meetings worldwide and going to fancy parties. This is only partly true; the nature of diplomacy is at times confidential to ensure the ability to speak with candor in negotiations without fearing that the Press gets a hold of statements. There are about 70 diplomatic missions in Denmark (Ministry of Foreign Affairs, 2020). Each Embassy has an ambassador that works for her or his country's interests and relationship with Denmark. This happens at a of 13 60

governmental level and in the private sector to strengthen the sending country and Denmark's economic ties through either export or import.

Many Danes believe that most things work as they should in Denmark and that it is relatively straightforward to work and live here. However, many expats and diplomats living in Denmark do not share this belief. Every day they fight a battle to pierce the cultural walls found everywhere in the Danish society, whether in contact with civil servants, politicians, media, or the public. It can be challenging for some Embassies to get through with their message. This has resulted in that some Embassies have given up on strengthening the countries' economic ties. The effect of this is that Embassies have restricted their work to maintain a diplomatic presence, assisting citizens from the sending country, traveling or living in Denmark and Danes seeking to visit the sending country. This is an issue that this book humbly seeks to minimize.

While foreign diplomats represent a unique source of knowledge for civil servants, politicians, and business leaders, their competencies are rarely used. This is a significant problem that needs to be addressed. The Embassies would have to be more outgoing and reach out to Danish companies either on their own or with a local consultant's assistance to foster change. A more outward approach would connect the rich global network living in and around Copenhagen with decision-makers. Businesses looking to find footing in a foreign country could access in-depth local knowledge through the diplomats, and the diplomats could gain valuable insights into Danish companies' needs. of 14 60

For diplomats seeking information and influence, the Public Administration's policy layer is the place to go. Politicians might be helpful too when something needs changing, or the goal is to gain more publicity. However, for everyday issues, it is the connections with the civil servants that need the most active engagement (see Civil Servants).

When an embassy or organization wants to look after its interests and build relationships in Denmark as part of fulfilling the mandate the individual Ambassador or fulfil the organisations goals; several elements affect the ability to get through to the decision-makers. We can call these elements' BHD." 'BHD' stands for brand, hinterland, and decision-makers (Hegelund & Mose, 2017). These three elements influence how effectively an ambassador can work in Denmark.

When we talk about 'brand,' it concerns the country the Embassy represents. How do the Danish population, the media, and the decision-makers perceive the sending country? The hinterland is the sending country that may be committed to building relationships and working in Denmark, which is typically reflected in the Ambassador's mandate. What should the Ambassador do for his / her country while he/she is in Denmark? Finally, there are the decision-makers, ministers, politicians at the national, regional, and local levels, and higher-ranking officials and civil servants. The diplomat can work on three different levels regarding politics: the local, the regional, and the national level. To be successful, the diplomat can ask him-/herself: how can the Embassy with its staff of diplomats create value for the local community, the region, or Denmark? It is of 15 60

about creating value for the decision-makers so that the Embassy or organization won’t be perceived as irrelevant. To do so, the Ambassador or manager must have a strong mandate in the relationship with the civil service and politicians.

Public affairs work is often centered around just 20 – 30 people or a few interest groups who are the ones making the actual decisions within a particular field. There are several ways to contact or influence the decisionmakers, either through a broad approach or through a selective and individual approach. A mixed approach is most beneficial when working with decision-making taken on an administrative level. Most decisions and interpretations are made by civil servants, who write and implement the land's policies and laws (Ritzau Bureau, 2018).

In Denmark, public relations (PR) is a must-have for every company, organization, and embassies looking to be noticed. An American saying goes like this: “advertising is what you pay for, publicity is what you pray for” (Ritzau Bureau, 2019). PR is mostly about being visible in the media. PR as a public affairs tool can provide trustworthiness to the Embassy and strengthen its brand and image in the eyes of both the public and decision-makers (Ritzau Bureau, 2019). This is useful when working with diplomacy 16 of 60

since a positive brand can open more doors than a negative one, making the work of the diplomats easier.

The next section will set out aspects to living in Denmark like culture, language, media, politicians, civil servants, and the business sector. Each aspect will end with a list of do's and don'ts to give a broad idea of expectations. While going through these lists, it is important to keep in mind placespecific differences like, for example, the work culture of the respective ministry or company.