Resolving Development Disputes Through Negotiations

1: Why Negotiate or Mediate Development Conflicts?.- Environmental Conflicts: Destructive Battles?.- Negotiated Resolution of Environmental Disputes.- Snoqualmie River Dispute.- White Flint Shopping Mall.- Brayton Point Coal Conversion.- 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 United States and Peruvian Mediation Efforts.- The United Nations Mediation Effort.- 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.- Which Development Decisions Should Be Resolved by Negotiation?.- What Issues Should Constitute a Bargaining Agenda?.- Who Participates?.- Who Resolves Procedural Disputes?.- How Can Negotiations Encourage Progress and Prevent Delay?.- What Determines a Negotiator’s Power, and How Should Power Be Distributed?.- How Can Agreements Be Officially Recognized and Disputes Formally Concluded?.- How Can One Incorporate Technical Knowledge into This Review Process?.- Conclusion.- 11: Conclusion: Prospects for Negotiation.- Process and Outcome Objectives.- Fairness.- Efficiency of Review Process.- Producing Outcomes That Maximize Social Benefits.- Assessment.- Conclusion.- References.