Getting it Right

MARY B. ANDERSON has written widely on humanitarian and development assistance in poor or warring societies. LUC ZANDVLIET is the Director of the Triple R Alliance.

This is a book that all new managers (and perhaps seasoned ones too...) venturing for the first time into overseas divisions of their companies, should read carefully and think about. It is one of the most practical and focussed books on the topic of corporate–community relations that I have read. The book is peppered throughout with quotes from members of both the corporates and the communities, discussing and commenting upon their good and bad experiences. Some of the assumptions commented upon highlight how important it is when working with communities to listen and understand where they are coming from, rather than impose your own values, views and visions upon them. Section 1 focuses upon the concept of "getting it wrong and getting it right". An understanding of the variability of "wrong and right" is clearly an important first step and recognising the fluidity of this is also emphasised, both directly and indirectly. The short, eight pages on corporate operation in situations of conflict, is very valuable and helpful. Section 2 looks at hiring policies, community consultation and negotiation, community projects, working with NGOs and working with governments. Section 3 examines the internal issues and management activities and discusses the measurement of the effectiveness of stakeholder engagement. I found the index very well organised to enable "dipping in" to the main text to explore different concepts and topics and the use of tables and figures to consolidate options and ranges of responses was very helpful. Highly recommended as a book with practical insights and guidance, based upon the hard-won experience of others.

• Preface and acknowledgmentsIntroduction  Section I1. How to understand getting it wrong and getting it right: toward a framework for analysis2. Benefits distribution: getting it wrong and getting it right3. Corporate behavior: getting it wrong and getting it right4. Side effects: getting it wrong and getting it right5. Making the transition from getting it wrong to getting it rightSpecial note on corporate operations in situations of conflict  Section II6. Hiring policies7. Compensation policies8. Contracting policies9. Community consultation and negotiationSpecial note on establishing grievance procedures10. Community projects11. Working with advocacy NGOs12. Working with government  Section III13. Internal management issues that determine the success or failure of external relations14. Measuring the effectiveness of stakeholder engagement15. "Even engineers can get it right..."  About the authorsIndex