Neutrality: A Guide for the Organizational Ombudsperson

Like dispute resolution practitioners in other arenas, organizational ombudspeople face profound challenges in dealing with the issue of neutrality. For ombuds, it is useful to view neutrality as composed of three major dimensions: the definition or terms of reference for the position; its institutional location; and the interactions of the ombuds within the organization. The authors analyze each of these conditions, and offer advice on how ombudspeople can maintain and enhance their neutrality.     

BNFL National Stakeholder Dialogue: a case study in public affairs

This case study explores the very early days of the British Nuclear Fuels Ltd (BNFL) National Stakeholder Dialogue. The dialogue is arguably the most intensive, consistent and difficult engagement with stakeholders ever undertaken by a UK company. It involves a wide range of individuals and organisations interested in or concerned about nuclear issues and aims to inform BNFL's decision‐making process around the improvement of their environmental performance in the context of their overall development. The process is designed and convened by The Environment Council, an independent third party with expertise in stake‐holder dialogue. The aim of this paper is to examine how the dialogue came about, why stakeholder dialogue was used as a process, some of the problems encountered by the process and the link that can exist between public affairs and stakeholder dialogue. Copyright © 2003 Henry Stewart Publications     

Symposium-The Challenge In The Gulf: Building a Bridge From Containment to Stability

The following is an edited text of the proceedings of a Capitol Hill conference convened by the Middle East Policy Council on March 5, 1997, in the Dirksen Senate Office Building. Michael Collins Dunn, senior analyst at the International Estimate, was the moderator/discussant.