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Hungary is situated in east central Europe with an area of 93 thousand square kilometers and a population of 10.2 million. Its Gross Domestic Product (GDP) per capita was 5,669 Euro in 2001 (Statistical Yearbook, 2001). Ninety-seven percent of the country’s population is Hungarian. The ethnic minorities, comprising 3% of the population, are German, Slovak and Romanian. The minority with the highest population, and of a peculiar status, is the Gypsies. Their proportion of the population of Hungary is estimated at 5–6% (Hablicsek, 2000). Gypsies are linguistically divided, with 70% speaking Hungarian as their maternal language. Their recognition as a separate ethnic group is currently a matter of political debate.

Negotiation as a communication process is most prevalent in the business world. So, most research and work to date has focused on exploring the specifics of this area. The fundamental difference between business or everyday negotiation and crisis negotiation is that a crisis creates special environmental conditions in which it is impossible to continue normal operations and the problem that has arisen must be resolved. Therefore, the focus of this chapter is on negotiations in crisis situations, which carry greater potential responsibility than ordinary business negotiations. This study looks at strategies and tactics for negotiating in crisis situations, examines specific strategies and tactics, and determines whether there are certain regularities in negotiating in crisis situations. Crisis situations also require an urgent solution to the problem, as the cost of not reaching an agreement is high. The phenomenon of negotiation is seen as a communication process. The specific objective is to investigate the importance of communication in the negotiation process in different crisis situations. The research was conducted through semi-structured interviews with 15 interviewees from different countries in Europe and the Middle East who have experience in crisis negotiations. Each of them had a specific negotiation situation and the only thing they have in common is the experience of negotiating in a crisis. The results indicate that in the different areas of negotiation, the focus is on building long-term relationships, an integrative negotiation strategy and attention to ethical negotiation tactics.

This second chapter provides a useful backdrop for understanding innovation beyond the conventional focus on mainstream technology and science by detailing the conceptual underpinnings of cultural innovation. First, the challenges of objectively assessing the worth of novel work in the various fields of art and architecture are explored through the philosophical views of beauty. Second, the strategies and models deployed over time by artists, patrons, and experts to characterize the merits of novelty in the creative fields are reviewed. Third, the economic principles that have been used to frame the value propositions associated with cultural innovations as articulated by cultural economists are explored.