Conflicts between businesses pursuing commercial objectives and communities defending their interests arise regularly and often inevitably, especially when companies don’t prioritize engagement with their neighbors. Consider the rapid expansion of the mining sector in Latin America, renewable energy projects that underestimate “not in my backyard” opposition, or the displacement of marginalized groups with unwanted facility siting. In many cases, the work has slogged on despite local protests, and drawn-out conflict has resulted.
Leaders inclined to think strategically and competitively may believe that stakeholder management in these cases is a matter of outmaneuvering the other party through gamesmanship, but that is shortsighted. When corporate interests conflict with the needs and values of communities, we need to build better interactions among people, especially those intensely at odds with one another who also need to collaborate.
This is where augmenting dignity can help. In my years of work in conflict resolution with the Consensus Building Institute (CBI), I’ve seen the benefit of putting the basic human need for dignity at the center of my efforts. By dignity, I mean our inherent sense of value, self-worth, and need to contribute and shape what matters most to us. Emphasizing dignity in conflict resolution doesn’t displace the tactics and strategies of classical interest-based negotiation, either; rather, it precedes them, prioritizing what drives human behavior.
この記事は MIT Sloan Management Review の Summer 2024 版に掲載されています。
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この記事は MIT Sloan Management Review の Summer 2024 版に掲載されています。
7 日間の Magzter GOLD 無料トライアルを開始して、何千もの厳選されたプレミアム ストーリー、9,000 以上の雑誌や新聞にアクセスしてください。
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