Resumen
This article focuses on the nonconsensual negotiation in distributed collaboration project. The collaboration project described in this article involves the development and writing of a multipartner grant proposal by the European Union. The scope of the proposal was initially agreed upon by most partners in a brief face-to-face meeting. The overall proposal skeleton was prepared three weeks later by three key stakeholders in a two day in person meeting and later shared with all partners. One of the partners, Themios Theklies noticed the format of the document should be changed to reflect the needs of the European Union issued Request For Proposal. In the process, he edited the text extensively, changing the original focus and proposed deliverables to those more aligned with his own agenda-all without the agreement or knowledge of the rest of the team. Peter Petroli, academic co-coordinator prepared a new version including Theklies requests and reinstating the earlier set of deliverables. A pattern emerged in which one partner would change something keeping other partner's view at the end. In practice, multiple sets of agendae were beginning to be reflected in one single document. An interesting insight was how much of the negotiation proceeded without formal recognition that negotiation was indeed happening. That phenomenon was labeled "nonconsensual negotiation."