Bøger af Lawrence Susskind

This volume reports on the research completed as part of the multi-year New England Climate Adaptation Project (NECAP), a partnership between the MIT Science Impact Collaborative, the US Government's National Estuarine Research Reserve System, four New England coastal towns, and the Consensus Building Institute. The first half of the book offers a series of chapters that explain how and why climate adaptation requires collective rather than individual risk management. It argues that most of the responsibility for responding to climate risks-including sea level rise, storm intensification, changing patterns of rainfall, and increasing temperature-must be taken by local and regional stakeholders. While collective action is critical for climate adaptation, many communities are not ready to effectively tackle the adaptation challenge, and need enhanced collaborative capacity to support collective risk management. Using concrete examples, this book offers strategies to increase the readiness of communities to deal effectively with the impacts of climate change. It introduces methods for assessing local climate change risks and describes tools for evaluating the social and political contexts in which collective action can take place. It also shares NECAP research demonstrating that engaging communities in tailored role-play simulations has impacted public understanding of climate risks and local readiness to support collective risk management efforts. The second half of the book presents the products of NECAP, including stakeholder assessments (showing how key stakeholders think about climate risks), risk assessments (including downscaled forecasts from global climate models presented in a way that is accessible to the public), tailored role play simulations (that other communities can use to engage residents in their locality), community case studies (that provide statistical and qualitative evidence of the before-and-after impact of public engagement in serious games), and the results of public opinion polls following interventions in each community after almost 18 months.

A giant in the field and professor of negotiation at MIT and Harvard Law School offers a conceptual breakthrough and practical tool for Uwinning /U negotiations-not just dividing the pie-while maintaining trust and keeping relationships intact: the "Trading Zone"

The book is divided into four sections: The first section focuses on how certain environmental problems can only be solved through active government efforts to implement policies that effectively take science and politics into account. This section introduces readers to foundational concepts, including the steps in the US federal environmental policy-making process, and offers an action-oriented analysis of how environmental policy gets implemented and how practitioners can use comparative analysis of public policy in environmental problem-solving. It concludes with questions about the possibility of a unified theory of environmental policy making. The section empowers readers to develop, through carefully designed assignments, a framework to shape an action plan to solve specific environmental problems. The next section focuses on formulating a sound philosophical basis for taking action in environmental problem-solving situations. This includes a discussion of several ethical frameworks that practitioners can use to underpin the actions they propose. This section begins with a general overview of environmental ethics, and then moves to a discussion of utilitarianism versus intrinsic value, deep green approaches to environmental problem-solving, the debate over sustainability versus economic growth, and how science and indigenous knowledge can be applied in a wide range of environmental problem-solving situations. The section empowers readers to take a stand on these debates, drawing on practical cases with worked examples. The penultimate section helps environmental practitioners understand how to use various analytical tools. It includes a quick survey of traditional and non-traditional evaluation techniques, discussing the strengths and weaknesses of each, focusing on environmental impact assessment, cost-benefit analysis, ecosystem services analysis, risk assessment, simulation and modeling, and scenario planning. This section prepares readers to practice multi-party environmental problem-solving, and to identify the power of each tool to enhance environmental problem-solving, developing the judgment to enumerate strengths and weaknesses as they see them playing out in practice. The concluding section is a survey of the theory and practice behind mobilizing support for particular problem-solving efforts. It includes discussions of democratic decision-making and environmental problem solving, how the public can be brought in as a partner, methods of collaborative decision-making, the idea of consensus building, and how politics and power sway collective action efforts.

Some portion of the American public will react negatively to almost any new corporate initiative, as Disney discovered when it announced its plans to build an historical theme park in Virginia. Similarly, government efforts to change policy or shift budget priorities are invariably met with stiff resistance. In this enormously practical book, Lawrence Susskind and Patrick Field analyze scores of both private and public-sector cases, as well as crisis scenarios such as the Alaskan oil spill, the silicone breast implant controversy, and nuclear plant malfunction at Three Mile Island. 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.Susskind and Field outline the six key elements of this approach in order to help business and government leaders negotiate, rather than fight, with their critics. In the process, they show how to identify who the public is, whose concerns to address first, which people and organizations must be convinced of the legitimacy of action taken, and how to assess and respond to different types of anger effectively. Acknowledging the crucial role played by the media in shaping public perception and understanding, Susskind and Field suggest a way to develop media interaction which is consistent with the six mutual gains principles, and also discuss the type of leadership that corporate and government managers must provide in order to combine these ideas into a useful whole.We all need to be concerned about a society in which the public''s concerns, fears and anger are not adequately addressed. When corporate and government agencies must spend crucial time and resources on rehashing and defending each decision they make, a frustrated and angry public contributes to the erosion of confidence in our basic institutions and undermines our competitiveness in the international marketplace. In this valuable book, Susskind and Field have produced a strong, clear framework which will help reduce these hidden costs for hundreds of executives, managers, elected and appointed officials, entrepreneurs, and the public relations, legal and other professionals who advise them.

European and American public officials and citizen activists helped us assess the potential impact of such a study on current practice. , with fifty American and European public officials, citizen activists, and scholars.

Companies that consistently negotiate more valuable agreements in ways that protect key relationships enjoy an important but often overlooked competitive advantage. This book argues that negotiation must be a strategic core competency. It is suitable for CEOs, senior-level managers, HR business leaders, and human resource professionals.

European and American public officials and citizen activists helped us assess the potential impact of such a study on current practice. , with fifty American and European public officials, citizen activists, and scholars.