32 Resources found
A comprehensive, collaborative process built by stakeholders can create solutions to conflicts over natural resource scarcity in California.
CBI and a Chilean partner organization jointly mediated a conflict between a major forestry company and a local community. Here is what CBI learned.
CBI's work with communities and international oil companies in the Niger Delta has underscored the enormous value the Mutual Gains Approach can offer for improving relationships and results for both sets of stakeholders.
CBI’s 20th Anniversary Symposium brings together an extraordinary, global group of colleagues to generate ideas on how collaboration can help mitigate and resolve present and future conflicts.
At its 20th Anniversary Symposium, CBI explores natural resource management as a gender issue.
Drawing from multiple case experiences, this article shows that global supply chain management in the 21st century requires more than just token Corporate Social Responsiblity or sustainability initiatives. Companies must adopt a mutual gains approach to maximize value for themselves and others.
CBI's David Plumb describes gaining “big-picture” clarity at Harvard's Kennedy School of Government and using it to guide CBI’s future work.
When faced with complex land use decisions, communities often become embroiled in bitter local battles. CBI and the Lincoln Institute of Land Policy have found that the mutual gains approach is a better way to manage these challenging situations.
A “Devising Seminar” can help parties in conflict imagine (or devise) a set of alternatives or options that could help address complex situations with multi-sectoral interests.
In 1996, CBI published the book Dealing with an Angry Public, which put forward six principles and related tools and techniques that have helped governments and corporations win back the public’s trust in thousands of cases since then. Yet, public trust in U.S. institutions is lower than it has ever been.
In 1996, CBI published the book Dealing with an Angry Public, which put forward six principles to help governments and corporations win back the public’s trust. Today, despite positive results for many organizations that have put the principles to work, trust in U.S. institutions is at an all-time low, and collaboration, civility, and a commitment to building consensus are in short supply in the country's political system. This article offers strategies for making progress in this challenging moment.