Chalfont:
Well, to take the
question of the methods of negotiation first; I thought that they were hopelessly
over-formalized and over-bureaucratized. They were, there was really very little in the way of
negotiation in the sense that I understood it, as an exchange of positions, a readiness to make
concessions on one hand and to demand conditions on the other; negotiation in that sense didn't
really happen. And that was really because, to a large extent, of the character, not of the
people taking part, but of the countries taking part. Now the Soviet Union, for example, had a
number of quite pleasant, intelligent... negotiators, the heads of their departments, the heads
of their negotiating teams at that time were basically a man named called Tsarapkin and another
one called Roschin who followed him, who were extremely pleasant, intelligent, flexible men. But
they had absolutely no kind of authority to make decisions. No authority to make concessions,
and so what happened was that there would be... an exchange of views, an exchange of positions,
and then there would be a kind of moratorium or silence while the Soviet Union went back to
Moscow and got authority to make the next move or to deliver the answer. The United States was
much more flexible; they had the head of the Arms Control and Disarmament Agency as the head of
the delegation, and he had a certain broad authority to make certain decisions, and to make
certain concessions. So had I, because I was the first minister to, first political figure to
lead that delegation... it had always been an official before. Then, there were a number of
other key players in the game: there was the Swedish delegation, which was run by a very
formidable lady called Alva Myrdal who was a tremendous, who had a tremendous intellectual input
into the whole thing; the Indians, who were at the time that I joined their delegation was run
by a man called Vishnu Trivedi and the Poles had a very interesting role to play too, although
we recognized that they were very largely a kind of second Moscow voice. They had a very
considerable intellectual input. I would give, I would say as my general, impression of the ENDC
when I arrived there was that first of all it was hopelessly bureaucratized; the meetings were
formal: at each meeting people just simply read prepared papers; there was no... virtually no
exchange of views -- there was sometimes... there was sometimes an exchange of insults between
East and West, but there was not very much exchange of views or ideas. All the ideas... took
place behind the scenes; they took place in the bureaucracy; and although over a period you
could make progress it certainly wasn't due either to the personality or the ability of any of
the negotiators; it was all very, very much a process commanded from the capitals concerned.
With, as I've said, the slight reservation that the United States delegation clearly had more
authority to negotiate and to make concessions than the Soviet... had. But the Soviet delegation
was really the key to the whole thing; they were the people who, in the end, by the very nature
of their bureaucracy, determined the whole pace of the thing, because as I say, as soon as
anybody produced a new idea of any kind, the whole process had to stop while the Russians
checked back to Moscow to see what they could, what they had to say about it.