Throughout history, negotiation has been a powerful tool used by world leaders to avoid violence and resolve conflicts. When negotiations are successful, all parties may feel that they have achieved their goals and met their expectations, but when negotiations go wrong, countries and their relationships can be damaged beyond repair. The Munich Accords of 1938 are a typical example of this type of failure, which was one of the catalysts for the outbreak of World War II and the loss of Czechoslovakia's independence. The Czech people were largely neglected during this agreement process, which in some cases still affects the country today. The 1930s were a difficult time for Europe and its powers due to the aftermath of World War I and the global economic depression. Meanwhile, Adolf Hitler and the Nazi Party continued their domination of Europe and threatened to invade Czechoslovakia, which many believed would most likely spark a new world war. To prevent this, England, France, Italy and Germany reached an agreement that would allow Germany to take control of the Sudetenland and which is known today as the Munich Pact. The Sudetenland had a large German population and its borders were in strategically strong areas for the German army. For negotiations to be successful, one must be aware of many elements, such as the personalities of all parties, each person's end goals, and the history of the country. England led the process with a policy of appeasement in an attempt to appease Hitler and the Nazi Party and prevent war, which this pact did not do. The Munich Pact is a perfect example of how a negotiation can fail when all the elements are not put in place correctly. At the beginning of the negotiation process, it is important... middle of paper ...... ugh Hitler using self-control and a calm approach when Hitler was losing his temper. In one of the first meetings, Prime Minister Chamberlin was able to show restraint with Hitler and allowed the negotiation process to move forward in a positive manner. "By not getting defensive and listening to Hitler's tirades, Chamberlain showed the Führer that he was still focused on solving the problem and did not take Hitler's diatribes personally. Hitler. By remaining in the negotiations after Hitler had adopted an aggressive and combative stance, particularly Hitler's intention to go to war over the Sudeten Crisis unless a suitable agreement was quickly reached, Chamberlain showed his desire to “see the situation as the other party sees it”. [which] as difficult as it may be, is one of the most important skills a negotiator can possess” (Warshauer 255).