City Planner, Mediator, and MIT Professor

Publications


  • Lawrence Susskind

    Deliberative Democracy and Dispute Resolution

    Ohio State Journal On Dispute Resolution, Vol. 24, Issue 3, 2009: 1-12.
    24

    Imagine the following: a small city of about 30,000 must decide whether to allow construction of a controversial industrial facility. The plant will generate sorely needed jobs and tax revenue, but it might also pose serious environmental and public-health risks. Under normal circumstances, the city council would require the developer to undertake a set of technical studies that city departments would review before a permit could be granted. Then, the city government (including several elected and/or appointed boards) might hold a hearing, and ultimately vote on whether to approve the project. Along the way, there might be a lot of letters to the editor of the local newspaper and even a referendum. 


  • Lawrence Susskind
    Gary Hack
    Eugenie Birch
    Paul Sedway
    Mitchell Silver

    The Environment and Environmentalism

    Local Planning: Contemporary Principles and Practice

    Local Planning is the all-new edition of the popular book, The Practice of Local Government Planning, which has been the valued resource for preparing for the AICP exam. This new edition helps the reader understand the complexities of planning at the local level, and prepare to make decisions in a challenging environment. The eight chapters in Local Planning, roughly spanning from context to applications, consists of articles written by a wide range of experts-academics, practitioners, clients, and observers of planning. Many examples of planning in action illustrate central principles.


  • Lawrence Susskind
    Tsisana Shamlikashvili
    Arthur Demchuk

    Management of Difficult Decisions in the 21st Century: Secrets to Building Consensus or Making Decisions That Satisfy Everyone

    Every day in communities across America hundreds of committees, boards, church groups, and social clubs hold meetings where they spend their time engaged in shouting matches and acrimonious debate. Whether they are aware of it or not, the procedures that most such groups rely on to reach decisions were first laid out as Robert's Rules more than 150 years ago by an officer in the U.S. Army's Corps of Engineers. Its arcane rituals of parliamentary procedure and majority rule usually produce a victorious majority and a very dissatisfied minority that expects to raise its concerns, again, at the next possible meeting.

    Breaking Robert's Rules clearly spells out how any group can work together effectively. After briefly explaining the problems created by Robert's Rules, the guide outlines the five key steps toward consensus building, and addresses the specific problems that often get in the way of a group's progress. Appendices include a basic one page "Handy Guide" that can be distributed at meetings and a case study demonstrating how the ideas presented in the book can also be applied in a corporate context.

    Written in a non-technical and engaging style, and containing clear ideas and instructions that anyone can understand and use, this one-of-a-kind guide will prove an essential tool for any group desperate to find ways of making their meetings more effective. In addition, neighborhood associations, ad hoc committees, social clubs, and other informal groups lacking a clear hierarchy will find solid advice on how to move forward without resorting to "majority rules" or bickering over who will take leadership positions. Bound to become a classic, Breaking Robert's Rules will change the way you hold meetings forever, paving the way for efficiency, efficacy, and peaceful decision making.

    Russian Language Edition


  • Lawrence Susskind
    Yann Duzert
    Alain Pekar Lempereur

    Facilitate Participation: A Good Process Gets a Good Outcome

    Every day in communities across America hundreds of committees, boards, church groups, and social clubs hold meetings where they spend their time engaged in shouting matches and acrimonious debate. Whether they are aware of it or not, the procedures that most such groups rely on to reach decisions were first laid out as Robert's Rules more than 150 years ago by an officer in the U.S. Army's Corps of Engineers. Its arcane rituals of parliamentary procedure and majority rule usually produce a victorious majority and a very dissatisfied minority that expects to raise its concerns, again, at the next possible meeting.

    Breaking Robert's Rules clearly spells out how any group can work together effectively. After briefly explaining the problems created by Robert's Rules, the guide outlines the five key steps toward consensus building, and addresses the specific problems that often get in the way of a group's progress. Appendices include a basic one page "Handy Guide" that can be distributed at meetings and a case study demonstrating how the ideas presented in the book can also be applied in a corporate context.

    Written in a non-technical and engaging style, and containing clear ideas and instructions that anyone can understand and use, this one-of-a-kind guide will prove an essential tool for any group desperate to find ways of making their meetings more effective. In addition, neighborhood associations, ad hoc committees, social clubs, and other informal groups lacking a clear hierarchy will find solid advice on how to move forward without resorting to "majority rules" or bickering over who will take leadership positions. Bound to become a classic, Breaking Robert's Rules will change the way you hold meetings forever, paving the way for efficiency, efficacy, and peaceful decision making.

    French Language Edition


  • Lawrence Susskind

    Twenty-Five Years Ago and Twenty-Five Years from Now: The Future of Public Dispute Resolution

    Negotiation Journal
    25

    Over the past twenty-five years, public dispute resolution has emerged as an important area of practice — linked, in part, to ongoing efforts to promote deliberative democracy.As the field has evolved, however, the market for public dispute mediators has shifted. It is already possible to glimpse the further shifts and the new intellectual challenges likely to face the public dispute resolution field over the next twenty-five years.


  • Lawrence Susskind
    Sol Erdman

    The Cure for Our Broken Political Process: How We Can Get Our Politicians to Stop Fighting and Start Resolving the Issues that Truly Matter

    Record numbers of Americans fear that our political process is broken―for good reason. Our nation faces unprecedented challenges, yet our politicians spend most of their energy attacking one another. All the while, no one in public life has offered a practical way to neutralize the bitter partisanship that paralyzes Washington.The Cure for Our Broken Political Process fills that void. The authors show exactly how concerned citizens can get politicians from all camps to negotiate genuine solutions to the most vexing issues. Sol Erdman and Lawrence Susskind base their case on their thirty years of experience in resolving political conflict.The Cure begins with hard evidence that our country could work out practical solutions to nearly every major issue that now divides us, solutions that all sides could support. Why, then, don’t our politicians seek out those solutions? The authors debunk all the accepted explanations and then uncover the real reason. By telling the story of a concerned citizen who runs for Congress, the book shows that two basic features of our elections virtually compel politicians to bicker endlessly over major problems. So, as long as our elections work as they do today, our lawmakers will keep on fighting, leaving the critical issues unresolved.The authors then spell out how to redesign elections so that politicians would win only if they produced useful results―only if they negotiated practical solutions to pressing problems. The book concludes with a step-by-step plan proving that ordinary citizens have the power to bring about these changes. To anyone who fears that our country’s future is in peril, The Cure offers a realistic path to a political process they can genuinely believe in.


  • Lawrence Susskind
    William Moomaw
    Kevin Gallagher

    Transboundary Environmental Negotiations

    Transboundary Environmental Negotiation is an important collection of articles generated by faculty and graduate students at MIT, the Fletcher School of Law and Diplomacy at Tufts University, and the Program on Negotiation at Harvard Law School. The contributors emphasize the ways in which global environmental treaty-making can be improved. They highlight new environmental problems that pose difficult global negotiation challenges and suggest new strategies for involving a range of nongovernmental actors in ways that can overcome the obstacles to transboundary environmentalism.


  • Lawrence Susskind
    Catherine Ashcraft

    Science-Intensive Policy Disputes Negotiation Role-Play: Long River Confronting the Challenges of Instream Flow

    A six-party, seven-person (including the mediator), multi-issue mediation among representatives of governmental, business, environmental, recreational, and tribal interests regarding a dispute over developing an instream flow action plan


  • Lawrence Susskind
    Kate Harvey
    David Kovick
    Jennifer Brown

    Values-based / Identity-based Dispute Negotiation Role-Play: Springfield OutFest

    Six-person, non-scorable negotiation simulation focused on mediating values-based legal disputes, specifically disputes involving conflicting views and values regarding homosexuality and religious faith.


  • Lawrence Susskind
    Noah Susskind

    Connecting Theory and Practice

    Negotiation Journal
    24

    Social psychologist Kurt Lewin famously said, “There is nothing so practical as a good theory.” Too often, unfortunately, negotiation scholars and practitioners cannot agree on the meaning of good. Some academics look down their noses at what they regard as the limited and anecdotal knowledge of practitioners, while some practitioners think ivory-tower intellectuals quibble about abstractions or conduct toy experiments instead of grappling with the complex challenges of the real world. Many theoreticians and practitioners hold less extreme stances, of course, and a theory–practice gap might be the product not just of disrespect but methodological disputes, specialized and inaccessible professional languages, institutional distance, simple ignorance, or lack of opportunities for cross-pollination.


  • Lawrence Susskind

    Strengthening the Global Environmental Treaty System

    Issues in Science and Technology
    25

    Despite the huge media attention environmental treaties receive, the system of making and implementing them is barely functioning.


  • Lawrence Susskind
    Isabelle Anguelovski

    Addressing the Land Claims of Indigenous People

    Indigenous people have lived in the same locations for hundreds, if not thousands of years. The national governments involved either refuse to recognize the land claims of indigenous people or are only willing to settle claims in ways unacceptable to them. However, unless these claims are resolved in such a way that First Peoples gain control sufficient, at the very least, to maintain their language and culture, they will disappear. In this paper, we explore 14 cases of indigenous land claims, concentrating on the strategies that these First Nations have pursued and the responses they have received from the dominant cultures that surround them. Our goal is to understand the preconditions for effectively resolving the land claims of indigenous peoples around the world.


  • Lawrence Susskind
    Jeffrey Cruikshank
    Masahiro Matsuura
    Hideaki Shiroyama

    Introduction to Consensus Building: Public Policy Negotiation and Formation of Mutual Agreement

    Every day in communities across America hundreds of committees, boards, church groups, and social clubs hold meetings where they spend their time engaged in shouting matches and acrimonious debate. Whether they are aware of it or not, the procedures that most such groups rely on to reach decisions were first laid out as Robert's Rules more than 150 years ago by an officer in the U.S. Army's Corps of Engineers. Its arcane rituals of parliamentary procedure and majority rule usually produce a victorious majority and a very dissatisfied minority that expects to raise its concerns, again, at the next possible meeting.

    Breaking Robert's Rules clearly spells out how any group can work together effectively. After briefly explaining the problems created by Robert's Rules, the guide outlines the five key steps toward consensus building, and addresses the specific problems that often get in the way of a group's progress. Appendices include a basic one page "Handy Guide" that can be distributed at meetings and a case study demonstrating how the ideas presented in the book can also be applied in a corporate context.

    Written in a non-technical and engaging style, and containing clear ideas and instructions that anyone can understand and use, this one-of-a-kind guide will prove an essential tool for any group desperate to find ways of making their meetings more effective. In addition, neighborhood associations, ad hoc committees, social clubs, and other informal groups lacking a clear hierarchy will find solid advice on how to move forward without resorting to "majority rules" or bickering over who will take leadership positions. Bound to become a classic, Breaking Robert's Rules will change the way you hold meetings forever, paving the way for efficiency, efficacy, and peaceful decision making.

    Japanese Language Edition


  • Lawrence Susskind
    Jeffrey Cruikshank
    Andrew Wei-Min Lee

    Breaking Robert’s Rules: The New Way to Run Your Meeting, Build Consensus, and Get Results

    Every day in communities across America hundreds of committees, boards, church groups, and social clubs hold meetings where they spend their time engaged in shouting matches and acrimonious debate. Whether they are aware of it or not, the procedures that most such groups rely on to reach decisions were first laid out as Robert's Rules more than 150 years ago by an officer in the U.S. Army's Corps of Engineers. Its arcane rituals of parliamentary procedure and majority rule usually produce a victorious majority and a very dissatisfied minority that expects to raise its concerns, again, at the next possible meeting.

    Breaking Robert's Rules clearly spells out how any group can work together effectively. After briefly explaining the problems created by Robert's Rules, the guide outlines the five key steps toward consensus building, and addresses the specific problems that often get in the way of a group's progress. Appendices include a basic one page "Handy Guide" that can be distributed at meetings and a case study demonstrating how the ideas presented in the book can also be applied in a corporate context.

    Written in a non-technical and engaging style, and containing clear ideas and instructions that anyone can understand and use, this one-of-a-kind guide will prove an essential tool for any group desperate to find ways of making their meetings more effective. In addition, neighborhood associations, ad hoc committees, social clubs, and other informal groups lacking a clear hierarchy will find solid advice on how to move forward without resorting to "majority rules" or bickering over who will take leadership positions. Bound to become a classic, Breaking Robert's Rules will change the way you hold meetings forever, paving the way for efficiency, efficacy, and peaceful decision making.

    Chinese Language Edition


  • Lawrence Susskind
    Jeffrey Cruikshank
    Yann Duzert

    When A Majority is Not Enough: A New Method of Collective Negotiation and Consensus Building

    Every day in communities across America hundreds of committees, boards, church groups, and social clubs hold meetings where they spend their time engaged in shouting matches and acrimonious debate. Whether they are aware of it or not, the procedures that most such groups rely on to reach decisions were first laid out as Robert's Rules more than 150 years ago by an officer in the U.S. Army's Corps of Engineers. Its arcane rituals of parliamentary procedure and majority rule usually produce a victorious majority and a very dissatisfied minority that expects to raise its concerns, again, at the next possible meeting.

    Breaking Robert's Rules clearly spells out how any group can work together effectively. After briefly explaining the problems created by Robert's Rules, the guide outlines the five key steps toward consensus building, and addresses the specific problems that often get in the way of a group's progress. Appendices include a basic one page "Handy Guide" that can be distributed at meetings and a case study demonstrating how the ideas presented in the book can also be applied in a corporate context.

    Written in a non-technical and engaging style, and containing clear ideas and instructions that anyone can understand and use, this one-of-a-kind guide will prove an essential tool for any group desperate to find ways of making their meetings more effective. In addition, neighborhood associations, ad hoc committees, social clubs, and other informal groups lacking a clear hierarchy will find solid advice on how to move forward without resorting to "majority rules" or bickering over who will take leadership positions. Bound to become a classic, Breaking Robert's Rules will change the way you hold meetings forever, paving the way for efficiency, efficacy, and peaceful decision making.

    Portuguese Language Edition


  • Lawrence Susskind
    David Kovick
    Katherine Harvey
    Peter Phillips
    Marc Wolinsky
    Cathy Harris
    Simeon Baum

    International Relations Negotiation Role-Play: World Trade Center Redevelopment Negotiation

    Six-person facilitated negotiation among representatives of the city, state, developer, insurer, and victims' families regarding the redevelopment of the World Trade Center site following the Sept. 11, 2001 terrorist attacks.


  • Lawrence Susskind

    Rebuilding the World Trade Center Site

    A group of legal, business, and dispute resolution professionals negotiate a six-person, facilitated role simulation regarding the reconstruction of the World Trade Center site in New York City, following the 9/11/2001 terrorist attacks.


  • Lawrence Susskind
    Patrick Field
    Mieke van der Wansem
    Kevin Hanna
    Scott Slocombe

    Integrating Scientific Information, Stakeholder Interests, and Political Concerns in Resource and Environmental Planning and Management

    Integrated Resource and Environmental Management: Concepts and Practice

    The aim of this volume is to provide a coherent set of chapters that address major issues in resource and environmental management. The book has a North American focus with significant, but not exclusive Canadian Content. 'Integration' is the organizing theme of the volume. Integration as a concept (meaning variously integration across disciplines, across agencies, and across sectors) has been a key theme in the policy and management rhetoric of virtually every agency in North America and abroad for more than 30 years. As one of the dominant themes of the discipline, integration has been addressed both as a component and as the main focus of a variety of texts for this course. However, there is nothing on the market at the moment that is both up-to-date and North American in approach.


  • Lawrence Susskind
    Herman Karl
    Katherine Wallace

    A Dialogue, Not A Diatribe Effective Integration of Science and Policy through Joint Fact Finding

    Environment
    49

    At a reception honoring his service as the chairman of the House Science Committee in November 2006, retiring Representative Sherwood Boehlert (R-NY) quipped that Washington “is a town where people say they are for science-based decisionmaking until the overwhelming scientific consensus leads to a politically inconvenient conclusion.”1 He added, “We should be guided by sound science. We shouldn’t have politics determining science.” While few in the scientific community or the public at large would disagree with this argument, a problem arises when parties involved in a dispute disagree on what science has found or on the very definition of “sound science.”


  • Lawrence Susskind

    Keynote Address: Consensus Building, Public Dispute Resolution, and Social Justice

    Fordham Urban Law Journal
    35

    These remarks were prepared for and delivered at the Second Annual Fordham University School of Law Dispute Resolution Society Symposium on October 12, 2007. The Address discusses how democracy, public dispute resolution, and social justice fit together. The speaker opens with an example of a small city making a decision about a large industrial development project from the perspective of a traditional model and a consensus-oriented model. He then addresses three major problems with the first: (i) the majority rule problem; (ii) the representation problem; and (iii) the adversarial format problem. The speaker goes on to advocate for the consensusbuilding model, followed by a Question and Answer session.