Ideas

This book provides practical information and negotiation tools to help policy-makers create better international health agreements and programs. It demonstrates how complex issues and stakeholder groups can be brought into alignment using sophisticated approaches to negotiation and consensus building. Case studies and practical examples make the book's lessons clear and explicit.

Patrick Field's review essay, "The Unreliable Narrator?" is a critical examination of John Forester's 2009 book, Dealing with Differences: Dramas of Mediating Public Disputes. The book focuses on several different mediators working on multiparty, public sector disputes and in narrative form, tells the mediators' stories of intervening in protracted, painful public disputes.

This article reviews three basic assumptions that are called into question by recent findings regarding specific kinds of errors that people are prone to make when determining how they feel, and suggests that this line of research has important implications for negotiation theory, research, advice, and practice.

In this book, negotiation experts Hal Movius and Lawrence Susskind argue that companies waste millions by investing only in off-the-shelf negotiation training for their employees, without addressing organizational barriers to deploying best practices. This groundbreaking book lays out a more holistic—and less expensive—strategy, one that charges leaders with making negotiation a core organizational competence.

This talk explores CBI’s experience with the Uruguay Pulp Mills Project – a dispute between Argentine and Uruguayan stakeholders over two paper mills on the Rio Uruguay – and recounts some of the pitfalls and lessons learned from our intervention in this extremely controversial situation.

A Didactic Case Study of Jarash Archaeological Site, Jordan: Stakeholders and Heritage Values in Site Management, based on the archaeological site of Jarash, Jordan, is designed to help heritage professionals recognize the importance of stakeholders and their values to effective site management, and to teach them skills for identifying stakeholders, eliciting their values and interests, and integrating these into management decision-making.

In this book, Lawrence Susskind and Patrick Field analyze scores of both private and public-sector cases, as well as crises scenarios. They show how resistance to both public and private initiatives can be overcome by a mutual gains approach involving face-to-face negotiation, a strategy applied successfully by over fifteen hundred executives and officials who have attended Professor Susskind's MIT-Harvard "Angry Public" seminars.