The Workable Peace curriculum — a set of seven comprehensive curriculum guides for secondary schools and youth programs — is a product of The Workable Peace Project, directed by Stacie Smith and David Fairman at the Consensus Building Institute. The curriculum is designed to help students understand why intergroup conflicts begin, why some conflicts lead
consensus
An agreement among all participating stakeholders. (Lawrence E. Susskind, Sarah McKearnan and Jennifer Thomas-Larmer, The Consensus Building Handbook [Sage Publications, 1999], 327)
The following items are tagged consensus.
CBI and PON Release Workable Peace Curriculum
The Consensus Building Institute (CBI) and the Program on Negotiation at Harvard Law School (PON) have released the Workable Peace Curriculum Series.
The Workable Peace curriculum — a set of seven comprehensive curriculum guides for secondary schools and youth programs — is a product of The Workable Peace Project, directed by Stacie Smith and David Fairman
Guidelines for Negotiating the Family Business
Traditional advice recommends not mixing business and family but this could mean losing out on the potential rewards of working with those close to us and other potentially lucrative business opportunities. Inevitably, family members in business together will have to negotiate with each other. So what is the best way to ensure both a successful
Negotiating the Good Friday Agreement
Retired US Senator George Mitchell played a critical role in negotiating the Good Friday Agreement in Northern Ireland. In an interview with Susan Hackley, Managing Director of the Program on Negotiation at Harvard Law School, in the February 2004 Negotiation newsletter, he describes how he was able to facilitate an agreement between these long warring
Conflict Within the Ranks: Diagnosing Sources of Conflict
Conflict within an organization can not only damage morale but also cut into productivity and ultimately profits. Once you recognize that there is ongoing conflict in your organization, how do you go about diagnosing the source?
In his June 2004 article, “Divided, You’ll Fall: Managing Conflict Within the Ranks,” Lawrence Susskind describes the work done by
Facilitating within a Group Structure
Consider the dilemma faced by Joe, the vice president of semiconductor technology at one of the largest computer companies in the world. He is also the chair of an alliance made up of representatives from six other large companies. The group works together to develop and acquire certain production technologies. The group also second-guesses every
Facilitation with a Consensus Building Approach
Recent delays at a manufacturing company have cut deeply into company profits. The management appoints a multi-departmental team to come up with a way of speeding up the launch of new products. A vice president of manufacturing is put in charge of overseeing the effort and is encouraged to use consensus building techniques to take
Dealing with Differences in Attitudes Towards Risk
Even when parties at the negotiating table have the same interests, they may disagree on the amount of risk they are willing to take.
consensus building
A process involving a good-faith effort to meet the interests of all stakeholders seeking unanimous agreement. (Lawrence E. Susskind, Sarah McKearnan and Jennifer Thomas-Larmer, The Consensus Building Handbook, [Sage Publications, 1999], 6)
facilitation
The impartial management of meetings designed to enable participants to focus on substantive issues and goals. (Lawrence E. Susskind, Sarah McKearnan and Jennifer Thomas-Larmer, The Consensus Building Handbook [Sage Publications, 1999], 207)
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