Resolving Development Disputes Through Negotiations

Resolving Development Disputes Through Negotiations by Timothy J. Sullivan.

In the last decade, disputes between developers and local commu­ nities over proposed construction projects have led to increasing litiga­ tion. Environmental legislation, in particular, has greatly enhanced the rights and powers of organized groups that desire to participate in local development de...

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Detalhes bibliográficos
Autor principal: Sullivan, Timothy J. (Author)
Autor Corporativo: SpringerLink (Online service)
Formato: livro electrónico
Idioma:English
Publicado em: New York, NY : Springer US : Imprint: Springer, 1984.
Edição:1st ed. 1984.
Colecção:Environment, Development and Public Policy: Environmental Policy and Planning
Springer eBook Collection.
Assuntos:
Ecology .
Environmental management.
Business.
Management science.
Political science.
Ethics.
Regional economics.
Spatial economics.
Electronic resources (E-books)
Acesso em linha:Click to view e-book
Holy Cross Note:Loaded electronically.
Electronic access restricted to members of the Holy Cross Community.
Sumário:
  • 1: Why Negotiate or Mediate Development Conflicts?
  • Environmental Conflicts: Destructive Battles?
  • Negotiated Resolution of Environmental Disputes
  • Perspectives on Environmental Negotiation and Mediation
  • Conclusion
  • 2: Negotiations Can Fail
  • Inability of Negotiations to Start
  • Agreement Precluded by Preferences and Issues
  • Failure of Dispute Structures to Support Bargaining
  • Negotiating with the Wrong Individuals or Groups
  • Communications Failures
  • Conclusion
  • 3: Groups in Negotiations
  • Varied Settings and Actors in Negotiations
  • Membership Structures and a Group’s Ability to Bargain
  • Skills, Interests, and Powers of Bargainers
  • The Range of a Group’s Interests and Bargaining Issues
  • Conclusion
  • 4: Factors in Bargaining That Affect Negotiation and
  • Mediation Success
  • Cooperative and Competitive Interests in Disputes
  • The Method for Recognizing Groups As Legitimate Participants in Negotiations
  • The Balance of Resources
  • The Periodicity of Negotiations
  • The Number of Bargaining Groups
  • Deadlines
  • Designing Binding Agreements
  • Conclusion
  • 5: Tactical Aspects of Bargaining and Mediation
  • Single-Issue Bargaining Agendas
  • Multiple-Issue Bargaining Agendas
  • Inappropriate Tactics and Commitments
  • Discrete Bargaining Issues
  • Conclusion
  • 6: Information and Communication, Negotiation, and Mediation
  • Information Generates Bargaining Power—Single-Issue Bargaining
  • Information Generates Bargaining Power—Multiple-Issue Bargaining
  • Bargaining Communications, Information, and Negotiation Failures
  • Tacit Communication and Informal Conferences
  • Mediators and Bargaining Communications
  • Managing Single-Negotiation-Text Bargaining
  • Managing Offer-Counteroffer Bargaining
  • Conclusion
  • 7: Distrust, Limited Resources, and Uncertainty
  • Enforcing Contracts and Supporting Promises
  • Subsidizing Settlements
  • Designing Agreement to Generate Trust and Overcome Uncertainties
  • Designing Alternative Forms of Risk Bearing
  • Conclusion
  • 8: The Exercise of Negotiator and Mediator Discretion
  • Issue Agenda and the Participation of Groups
  • Negotiator Discretion
  • The Importance of Mediator Discretion
  • Checks on Mediator Discretion
  • Controlling Discretion in Environmental Negotiations
  • Conclusion
  • 9: Necessary Elements for Mediation
  • Falkland Islands War and Mediation Efforts
  • Institutional Setting for Diplomacy
  • The Falkland Islands: The Issues and Stakes
  • Failures of Leadership
  • Embarking on Negotiations, or Mediating a Dispute
  • Conclusion
  • 10: Using Negotation and Mediation
  • The Design of a Formal Negotiation Process
  • 11: Conclusion: Prospects for Negotiation
  • Process and Outcome Objectives
  • Assessment
  • Conclusion
  • References.

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