Resource allocation decisions in the public sector are typically made by legislative and administrative bodies. All too often, these methods of decision making fail to produce wise and efficient responses to conflicting needs and interests and courts are asked to review or to overturn these decisions Recent experiments with medi ated negotiation — face-to-face negotiation involving teams representing key stake- holding interests and an impartial mediator — indicate that it might be possi ble to supplement traditional resource allo cation processes in a manner likely to yield an informed consensus Three cases have been selected to illustrate the procedures and opportunities involved