Lawrence E. Susskind is Ford Professor of Urban and Environmental Planning at MIT, President of the Consensus Building Institute, and one of America's most experienced public dispute mediators.

• ContentsAcknowledgmentsChapter I. IntroductionA New Way of Interacting with the PublicWhy We All Should Be Concerned About Angry PublicsThe Public Is Not Easily AppeasedThe Typical Approach to Public Relations Does Not WorkA Different Approach Is NeededChapter II. Why Is the Public Angry?What Is Anger?Why Are People Angry?Rational and Irrational AngerTypical Responses to an Angry PublicDealing with an Angry Public: The Conventional WisdomChapter III. The Mutual-Gains ApproachThe Mutual-Gains Approach: Six PrinciplesThe Old Plastics FactoryBackgroundApplying for a WaiverFurther StudyThe Public PresentationA Disaster ThreatensThe FalloutChapter IV. Accidents Will HappenThree Mile Island: To Tell or Not to TellThe First Day: March 28, 1979The Second Day: March 29, 1979The Third Day: March 30, 1979The Final Days: March 31 and April 1, 1979Telling the Truth: The Mutual-Gains ApproachThe Advantages of Disclosure Outweigh the DisadvantagesAct in a Trustworthy FashionSelect a Capable SpokespersonEnlist Support on the OutsideGovernment and Business Should, Can, and Do CooperateThe Exxon Valdez: When Paying Out Doesn't Pay OffCleaning UpA Modest ProposalExxon's ResponseMitigation EffortsCompensation for DamagesThe AftermathDoing It Differently: The Mutual-Gains ApproachThe Company's Failure to Accept ResponsibilityThe Company's Failure to Establish Clear Lines of CommunicationThe Company's Failure to First Mitigate, Then Compensate (and Ultimately Leave People Better Off)The Company's Failure to Convene an Effective Problem-Solving ForumConclusionChapter V. Risky BusinessWhat Is Risk?Assessing RiskPerceiving RiskCommunicating RiskRisky BusinessThe Breast Implant ControversyThe Story UnfoldsThe Story Is RetoldWhat Should the Company Do?Implant RuptureDrawing Conclusions in the Face of UncertaintyKnowing Your Product and Presenting It Truthfully: The Mutual-Gains ApproachSet Clear Performance StandardsMinimize the Risk, Not the Concerns of OthersMake Commitments You Can KeepSeek to Know, Not to HideEngage Stakeholders in Making Risky DecisionsMake Contingent CommitmentsChapter VI. When Values CollideWhat Are Values?Why Are Value Conflicts So Difficult to Resolve?A Model for Deescalating Intractable ConflictsHydro-Quebec and the Cree: Clashing CulturesHydro-Quebec's Response to the CreeTalking With, Not At, the Other: The Mutual-Gains ApproachSeek Common Principles -- Despite Seemingly Stark DifferencesConsider That You Might Be WrongConsider Substantial Community Improvement Through a Fair Process, Not Compensation Only for the FewIgnoring the Principles of the Mutual-Gains Approach Intensifies Cultural ConflictAnimal RightsListening Whether You Agree or Not: The Mutual-Gains ApproachExamine History to Better Understand TodaySeek Reason Amid Emotion, Not Reason at the Expense of EmotionRecognize Diversity on the Other SideBeware the Pitfalls of "Rights Talk"Seek Forums for DialogueChapter VII. The MediaThe Conventional Wisdom of Media RelationsThe Media as AdversaryThe Media as a ToolThe Media Can Be ControlledMedia Policy by DefaultThe Mutual-Gains Approach to Dealing with the MediaTake into Account the Interests of the MediaTell the Media What You Know and Don't KnowMake Available People with Authority Who Can Share Their Views OpenlyWork to Convince Media They Have an Educative RoleUse a Neutral to Speak in a Single VoiceIn a Consensus-Building Process, Establish Ground Rules to Guide Media InteractionsUse Additional Means of CommunicationSet an Example for the Media to FollowSummaryChapter VIII. Principled LeadershipDoing the Right ThingIntegrity, Honesty, and TrustHow to Inspire TrustSharing, Listening, and LearningWhat Leaders ValueLeadership and InstitutionsConcluding RemarksNotesBibliographyIndex

Lawrence E. Susskind is Ford Professor of Urban and Environmental Planning at MIT, President of the Consensus Building Institute, and one of America's most experienced public dispute mediators.

• ContentsAcknowledgmentsChapter I. IntroductionA New Way of Interacting with the PublicWhy We All Should Be Concerned About Angry PublicsThe Public Is Not Easily AppeasedThe Typical Approach to Public Relations Does Not WorkA Different Approach Is NeededChapter II. Why Is the Public Angry?What Is Anger?Why Are People Angry?Rational and Irrational AngerTypical Responses to an Angry PublicDealing with an Angry Public: The Conventional WisdomChapter III. The Mutual-Gains ApproachThe Mutual-Gains Approach: Six PrinciplesThe Old Plastics FactoryBackgroundApplying for a WaiverFurther StudyThe Public PresentationA Disaster ThreatensThe FalloutChapter IV. Accidents Will HappenThree Mile Island: To Tell or Not to TellThe First Day: March 28, 1979The Second Day: March 29, 1979The Third Day: March 30, 1979The Final Days: March 31 and April 1, 1979Telling the Truth: The Mutual-Gains ApproachThe Advantages of Disclosure Outweigh the DisadvantagesAct in a Trustworthy FashionSelect a Capable SpokespersonEnlist Support on the OutsideGovernment and Business Should, Can, and Do CooperateThe Exxon Valdez: When Paying Out Doesn't Pay OffCleaning UpA Modest ProposalExxon's ResponseMitigation EffortsCompensation for DamagesThe AftermathDoing It Differently: The Mutual-Gains ApproachThe Company's Failure to Accept ResponsibilityThe Company's Failure to Establish Clear Lines of CommunicationThe Company's Failure to First Mitigate, Then Compensate (and Ultimately Leave People Better Off)The Company's Failure to Convene an Effective Problem-Solving ForumConclusionChapter V. Risky BusinessWhat Is Risk?Assessing RiskPerceiving RiskCommunicating RiskRisky BusinessThe Breast Implant ControversyThe Story UnfoldsThe Story Is RetoldWhat Should the Company Do?Implant RuptureDrawing Conclusions in the Face of UncertaintyKnowing Your Product and Presenting It Truthfully: The Mutual-Gains ApproachSet Clear Performance StandardsMinimize the Risk, Not the Concerns of OthersMake Commitments You Can KeepSeek to Know, Not to HideEngage Stakeholders in Making Risky DecisionsMake Contingent CommitmentsChapter VI. When Values CollideWhat Are Values?Why Are Value Conflicts So Difficult to Resolve?A Model for Deescalating Intractable ConflictsHydro-Quebec and the Cree: Clashing CulturesHydro-Quebec's Response to the CreeTalking With, Not At, the Other: The Mutual-Gains ApproachSeek Common Principles -- Despite Seemingly Stark DifferencesConsider That You Might Be WrongConsider Substantial Community Improvement Through a Fair Process, Not Compensation Only for the FewIgnoring the Principles of the Mutual-Gains Approach Intensifies Cultural ConflictAnimal RightsListening Whether You Agree or Not: The Mutual-Gains ApproachExamine History to Better Understand TodaySeek Reason Amid Emotion, Not Reason at the Expense of EmotionRecognize Diversity on the Other SideBeware the Pitfalls of "Rights Talk"Seek Forums for DialogueChapter VII. The MediaThe Conventional Wisdom of Media RelationsThe Media as AdversaryThe Media as a ToolThe Media Can Be ControlledMedia Policy by DefaultThe Mutual-Gains Approach to Dealing with the MediaTake into Account the Interests of the MediaTell the Media What You Know and Don't KnowMake Available People with Authority Who Can Share Their Views OpenlyWork to Convince Media They Have an Educative RoleUse a Neutral to Speak in a Single VoiceIn a Consensus-Building Process, Establish Ground Rules to Guide Media InteractionsUse Additional Means of CommunicationSet an Example for the Media to FollowSummaryChapter VIII. Principled LeadershipDoing the Right ThingIntegrity, Honesty, and TrustHow to Inspire TrustSharing, Listening, and LearningWhat Leaders ValueLeadership and InstitutionsConcluding RemarksNotesBibliographyIndex

Lawrence E. Susskind is Ford Professor of Urban and Environmental Planning at MIT, President of the Consensus Building Institute, and one of America's most experienced public dispute mediators.

• ContentsAcknowledgmentsChapter I. IntroductionA New Way of Interacting with the PublicWhy We All Should Be Concerned About Angry PublicsThe Public Is Not Easily AppeasedThe Typical Approach to Public Relations Does Not WorkA Different Approach Is NeededChapter II. Why Is the Public Angry?What Is Anger?Why Are People Angry?Rational and Irrational AngerTypical Responses to an Angry PublicDealing with an Angry Public: The Conventional WisdomChapter III. The Mutual-Gains ApproachThe Mutual-Gains Approach: Six PrinciplesThe Old Plastics FactoryBackgroundApplying for a WaiverFurther StudyThe Public PresentationA Disaster ThreatensThe FalloutChapter IV. Accidents Will HappenThree Mile Island: To Tell or Not to TellThe First Day: March 28, 1979The Second Day: March 29, 1979The Third Day: March 30, 1979The Final Days: March 31 and April 1, 1979Telling the Truth: The Mutual-Gains ApproachThe Advantages of Disclosure Outweigh the DisadvantagesAct in a Trustworthy FashionSelect a Capable SpokespersonEnlist Support on the OutsideGovernment and Business Should, Can, and Do CooperateThe Exxon Valdez: When Paying Out Doesn't Pay OffCleaning UpA Modest ProposalExxon's ResponseMitigation EffortsCompensation for DamagesThe AftermathDoing It Differently: The Mutual-Gains ApproachThe Company's Failure to Accept ResponsibilityThe Company's Failure to Establish Clear Lines of CommunicationThe Company's Failure to First Mitigate, Then Compensate (and Ultimately Leave People Better Off)The Company's Failure to Convene an Effective Problem-Solving ForumConclusionChapter V. Risky BusinessWhat Is Risk?Assessing RiskPerceiving RiskCommunicating RiskRisky BusinessThe Breast Implant ControversyThe Story UnfoldsThe Story Is RetoldWhat Should the Company Do?Implant RuptureDrawing Conclusions in the Face of UncertaintyKnowing Your Product and Presenting It Truthfully: The Mutual-Gains ApproachSet Clear Performance StandardsMinimize the Risk, Not the Concerns of OthersMake Commitments You Can KeepSeek to Know, Not to HideEngage Stakeholders in Making Risky DecisionsMake Contingent CommitmentsChapter VI. When Values CollideWhat Are Values?Why Are Value Conflicts So Difficult to Resolve?A Model for Deescalating Intractable ConflictsHydro-Quebec and the Cree: Clashing CulturesHydro-Quebec's Response to the CreeTalking With, Not At, the Other: The Mutual-Gains ApproachSeek Common Principles -- Despite Seemingly Stark DifferencesConsider That You Might Be WrongConsider Substantial Community Improvement Through a Fair Process, Not Compensation Only for the FewIgnoring the Principles of the Mutual-Gains Approach Intensifies Cultural ConflictAnimal RightsListening Whether You Agree or Not: The Mutual-Gains ApproachExamine History to Better Understand TodaySeek Reason Amid Emotion, Not Reason at the Expense of EmotionRecognize Diversity on the Other SideBeware the Pitfalls of "Rights Talk"Seek Forums for DialogueChapter VII. The MediaThe Conventional Wisdom of Media RelationsThe Media as AdversaryThe Media as a ToolThe Media Can Be ControlledMedia Policy by DefaultThe Mutual-Gains Approach to Dealing with the MediaTake into Account the Interests of the MediaTell the Media What You Know and Don't KnowMake Available People with Authority Who Can Share Their Views OpenlyWork to Convince Media They Have an Educative RoleUse a Neutral to Speak in a Single VoiceIn a Consensus-Building Process, Establish Ground Rules to Guide Media InteractionsUse Additional Means of CommunicationSet an Example for the Media to FollowSummaryChapter VIII. Principled LeadershipDoing the Right ThingIntegrity, Honesty, and TrustHow to Inspire TrustSharing, Listening, and LearningWhat Leaders ValueLeadership and InstitutionsConcluding RemarksNotesBibliographyIndex