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Getting It Right
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Table of Contents

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

Promotional Information

Corporate-community relations in poor, unstable countries is an area fraught with problems for managers despite the best intentions. Based on seven years of on-the-ground research, this book will help corporate managers "get it right".

About the Author

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.

Reviews

... the authors take a balanced, practical and jargon-free tone well suited to their corporate audience ... The book is perhaps most valuable in terms of the overarching perspectives it attempts to impart to managers: that "community relations" activities are not the only, or even the most powerful, drivers of local perceptions of a project (for example, the impact of actual business operations on communities inevitably can be far more important); that an inclusive and respectful process of engagement is often more valuable than generous community investments made unilaterally by the company; and that all aspects of a company's operations which affect its "license to operate", from government relations to security policy, are better addressed as elements of a coherent strategy than through ad hoc fire-fighting. If managers were able to fully take these principles on board, much local opposition could no doubt be avoided. Read the full review - Rob Foulkes, Critical Resource.

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