Here they generated solutions rather than dwelt on the problems. The good will of overseas supporters, particularly the United States and South Africa were important morale builders Contrary to South African advice that the negotiations should be transparent or open, when they needed to get past the decommissioning problem Mitchell's secretive process was necessary and worked. Negotiators, representing constituencies walk a fine line between insuring that your people do not think you are selling out, while avoiding being pressure by them. Do not be too rigid about timetables. Firm deadlines raise expectations and then flatten them afterwards.
Flexibility is more important Pin down the terms of the agreement.
The Good Friday one had many ambiguities. While ambiguity enabled them to reach agreement, each group tends to interpret the terms its own way.