Designing effective negotiating teams for environmental disputes: An analysis of three wolf management plans.
Success of a negotiating team in an environmental dispute depends to a large extent on how the team is designed. Who is chosen, how they are chosen, and, moreover, what they are expected to do will have a profound effect on the negotiations. Three team designs for negotiating disputes over wolf mana...
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ftumdeepblue:oai:deepblue.lib.umich.edu:2027.42/104556 2024-01-07T09:47:20+01:00 Designing effective negotiating teams for environmental disputes: An analysis of three wolf management plans. Todd, Susan Kay Wondolleck, Julia Yaffee, Steve 1995 324 p. application/pdf https://hdl.handle.net/2027.42/104556 http://gateway.proquest.com/openurl?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:dissertation&res_dat=xri:pqm&rft_dat=xri:pqdiss:9527755 unknown (UMI)AAI9527755 http://gateway.proquest.com/openurl?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:dissertation&res_dat=xri:pqm&rft_dat=xri:pqdiss:9527755 https://hdl.handle.net/2027.42/104556 Agriculture Forestry and Wildlife Political Science Public Administration Environmental Sciences Urban and Regional Planning Thesis 1995 ftumdeepblue 2023-12-10T17:39:35Z Success of a negotiating team in an environmental dispute depends to a large extent on how the team is designed. Who is chosen, how they are chosen, and, moreover, what they are expected to do will have a profound effect on the negotiations. Three team designs for negotiating disputes over wolf management in Alaska, British Columbia and the Yukon provide contrasting evidence of the key elements in effective team design. Faced with a complete impasse over the issue, each of the three areas decided to form citizen teams to try to reach a consensus on wolf management. Two of the teams (Alaska and British Columbia) were unable to develop lasting agreements, while the third (the Yukon) produced a plan that has broad support and has been endorsed by the government. Teams are more likely to be effective when given greater authority, when their task is a complete and meaningful whole, and when the ultimate purpose is a meaningful one that all team members view as important. EDS teams are also more likely to succeed when the convening agency sees its role as steward--and the public's role as that of owner--of the resource. Agencies can provide technical support, but it is the team's responsibility, in representing the larger public, to determine the social and ethical priorities. The team then becomes much like a jury brought together to weigh the evidence and make the tough judgment calls. To have lasting impact, teams must also produce a written agreement which includes both a vision of where management should go and a clear road map for how to get there. Finally, politicians and agency administrators must understand the fundamental difference between traditional advisory committees and consensus processes. A consensus agreement is not a smorgasbord from which an agency can pick and choose. It is a house of cards that must either be taken as a package or rearranged with extreme care. Agencies must also be prepared to commit to the process, take an active role in it, and uphold their end of the agreement. If an agency ... Thesis Alaska Yukon University of Michigan: Deep Blue Yukon |
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Open Polar |
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University of Michigan: Deep Blue |
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ftumdeepblue |
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unknown |
topic |
Agriculture Forestry and Wildlife Political Science Public Administration Environmental Sciences Urban and Regional Planning |
spellingShingle |
Agriculture Forestry and Wildlife Political Science Public Administration Environmental Sciences Urban and Regional Planning Todd, Susan Kay Designing effective negotiating teams for environmental disputes: An analysis of three wolf management plans. |
topic_facet |
Agriculture Forestry and Wildlife Political Science Public Administration Environmental Sciences Urban and Regional Planning |
description |
Success of a negotiating team in an environmental dispute depends to a large extent on how the team is designed. Who is chosen, how they are chosen, and, moreover, what they are expected to do will have a profound effect on the negotiations. Three team designs for negotiating disputes over wolf management in Alaska, British Columbia and the Yukon provide contrasting evidence of the key elements in effective team design. Faced with a complete impasse over the issue, each of the three areas decided to form citizen teams to try to reach a consensus on wolf management. Two of the teams (Alaska and British Columbia) were unable to develop lasting agreements, while the third (the Yukon) produced a plan that has broad support and has been endorsed by the government. Teams are more likely to be effective when given greater authority, when their task is a complete and meaningful whole, and when the ultimate purpose is a meaningful one that all team members view as important. EDS teams are also more likely to succeed when the convening agency sees its role as steward--and the public's role as that of owner--of the resource. Agencies can provide technical support, but it is the team's responsibility, in representing the larger public, to determine the social and ethical priorities. The team then becomes much like a jury brought together to weigh the evidence and make the tough judgment calls. To have lasting impact, teams must also produce a written agreement which includes both a vision of where management should go and a clear road map for how to get there. Finally, politicians and agency administrators must understand the fundamental difference between traditional advisory committees and consensus processes. A consensus agreement is not a smorgasbord from which an agency can pick and choose. It is a house of cards that must either be taken as a package or rearranged with extreme care. Agencies must also be prepared to commit to the process, take an active role in it, and uphold their end of the agreement. If an agency ... |
author2 |
Wondolleck, Julia Yaffee, Steve |
format |
Thesis |
author |
Todd, Susan Kay |
author_facet |
Todd, Susan Kay |
author_sort |
Todd, Susan Kay |
title |
Designing effective negotiating teams for environmental disputes: An analysis of three wolf management plans. |
title_short |
Designing effective negotiating teams for environmental disputes: An analysis of three wolf management plans. |
title_full |
Designing effective negotiating teams for environmental disputes: An analysis of three wolf management plans. |
title_fullStr |
Designing effective negotiating teams for environmental disputes: An analysis of three wolf management plans. |
title_full_unstemmed |
Designing effective negotiating teams for environmental disputes: An analysis of three wolf management plans. |
title_sort |
designing effective negotiating teams for environmental disputes: an analysis of three wolf management plans. |
publishDate |
1995 |
url |
https://hdl.handle.net/2027.42/104556 http://gateway.proquest.com/openurl?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:dissertation&res_dat=xri:pqm&rft_dat=xri:pqdiss:9527755 |
geographic |
Yukon |
geographic_facet |
Yukon |
genre |
Alaska Yukon |
genre_facet |
Alaska Yukon |
op_relation |
(UMI)AAI9527755 http://gateway.proquest.com/openurl?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:dissertation&res_dat=xri:pqm&rft_dat=xri:pqdiss:9527755 https://hdl.handle.net/2027.42/104556 |
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1787429325302136832 |