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In this issue, CBI staff examine how women's involvement in community dialogues leads to improved human development outcomes; explore when not to push for broad stakeholder consensus; delve into the complex landscape values that underlie NIMBYism; discuss the facilitation of consultation meetings around Indian land consolidation; present our work on piloting a global grievance mechanism for UNDP, and more.
This is an exciting opportunity for a highly motivated, highly experienced manager and dispute resolution/collaboration practitioner to assume an important management position with leaders in the dispute resolution and collaboration field, and to develop the position over time in partnership with CBI’s leadership.
In Part II of this article series, Lawrence Susskind and Pat Field delve into three factors that contribute to increased public distrust, anger, and partisanship. They also discuss what can be done to reverse this trend.
What we have learned about the use of role-play simulations as teaching, research, and public education tools? In December, a small group gathered at MIT to explore the efficacy of using different types of games in various teaching and learning situations. Participants strategized ways to organize additional empirical research that would clarify which kinds of games work in various situations.
A documentary video co-written by CBI’s David Plumb earned international attention...
CBI Board Member Lauren Walters and his anti-hunger company Two Degrees featured on the Today Show
Public officials and corporate leaders have to deal with all kinds of conflict (both internal and external). For some reason, its okay to hire a lawyer if you are facing a lawsuit, but it's not okay to ask for informal problem-solving help before things go from bad to worse. Why is that?
CBI Director Merrick Hoben will chair Ethical Corporation's 2nd Annual CSR Extractives North America Meeting: How To Manage Social & Environmental Risk for Oil, Gas & Mining North America.
In 1996, Lawrence Susskind and Patrick Field published the book "Dealing with an Angry Public". They put forward six principles that might help win back the public’s trust. Yet the public is angrier than ever. Do the principles outlined more than 15 years ago still hold in this mad, mad world? Do they need to be revised?