In reply to Jim C:
> I cited the Harvard Business School's view on team sizes , not my own views.
> You are of course correct, although I work in Procurement, I have not experience of complex international trade treaties, but I do know simple basic rules are not being followed , and that what people, supposedly on our side , are doing , is helping the other side, and should reflect on that. Particularly our politicians from all parties.
> At least Cameron, Osborne and Carney have got behind team UK, time for others to do the same.
> When people stop talking down the UK's chances of getting a positive outcome, our chances of getting a positive outcome will increase.
> Edit, others have expressed their views of how the EU should approach this, I would like to think that my contribution ( given the thread topic) are at least as valid
> Nutme :- " If I were running EU I would f*ck UK as hard as it's possible. So other states would think seven times before leaving."
> Peakie:- "Bend over"
> BnB:-"The UK negotiating team will be obliged to accept levels of freedom of movement that head off the prospect of a second IndyRef "
> ROxOr wolfs:-"Of course to maintain this access we will have to accept the majority of regulation and free movement of labor, "
> And one I wholeheartedly agree with:-
> Phil Payne:- "The negative campaign from the remain side has massively weakened any bargaining position that we have and the continued negativity from dissatisfied remain supporters is further weakening our position.
> We really do jeed to 'Keep calm and carry on' or all of those bad predictions for leaving might become true."
Most of my analysis has surrounded the strength of the UK hand, while assessing points of weakness. I'd prefer you to quote me in full rather than selectively. Understanding your weak points is as important as recognising your strengths, after all, and we have both.
We can both agree that Junker is utterly frustrated over the delay in invoking Article 50. It makes him look impotent. And he is helping that impression with his daily tantrums. It will, however, be a big ask to achieve concessions on free movement. A quick deal is a good deal for us, as you say, but this sticking point may be difficult to lubricate in short order.
It's good to have the perspective from a procurement specialist. I run a business selling services into the EU and worldwide. A deal is usually successful when each side feels they can claim victory, so we need to give them something that harms us not while looking like a punishment in the eyes of their constituency. And they will look to give us concessions that are valued in the UK that don't feel like caving in on the continent.