Overview

Getting it Right is a manual for corporate managers responsible for company operations in poor and politically unstable societies. Managers can analyse their own interactions with local communities, so that they can more effectively accomplish their production goals and ensure local communities are better off as a result.

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9781906093198

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... 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.

This is a book that all new managers (and perhaps seasoned ones too...) venturing for the first time into overseas divisions of their companies, should read carefully and think about. It is one of the most practical and focussed books on the topic of corporate-community relations that I have read. The book is peppered throughout with quotes from members of both the corporates and the communities, discussing and commenting upon their good and bad experiences. Some of the assumptions commented upon highlight how important it is when working with communities to listen and understand where they are coming from, rather than impose your own values, views and visions upon them. Section 1 focuses upon the concept of getting it wrong and getting it right . An understanding of the variability of wrong and right is clearly an important first step and recognising the fluidity of this is also emphasised, both directly and indirectly. The short, eight pages on corporate operation in situations of conflict, is very valuable and helpful. Section 2 looks at hiring policies, community consultation and negotiation, community projects, working with NGOs and working with governments. Section 3 examines the internal issues and management activities and discusses the measurement of the effectiveness of stakeholder engagement. I found the index very well organised to enable dipping in to the main text to explore different concepts and topics and the use of tables and figures to consolidate options and ranges of responses was very helpful. Highly recommended as a book with practical insights and guidance, based upon the hard-won experience of others. Eagle Bulletin 19.6 (May 2010) The authors of this book, are among the wisest of those who advise corporations on community relations. They, and colleagues involved in the Corporate Engagement Project, have published over the last few years a series of valuable field notes that dissect relations between corporations and communities and recommend actions to establish or maintain good relations, and repair damage (www.cdainc.com). This book draws on these findings and expands the insights from individual cases into a general model that provides a framework for thinking about corporate community relations, and provides specific advice on a series of topics such as compensation and local employment that are central to those relations. ... This book starts from three important observations, which match my experience of working on such projects worldwide. First, communities often welcome these projects ... Second, the corporations running them are typically not villains ... third, despite initial good intentions, when both companies and communities want to get it right, in a short time, tensions between the two rise and negative attitudes surpass positive ones ...The book provides clear guidance to company managers on how to get each of these issues right and wrong , and proposes what is needed in the many projects where relationships are damaged, to make the transition from getting it wrong to getting it right. ... This book should be of immense use to corporate managers and their bankers, consultants, and advisers. It should be read by project directors as well as managers responsible for community relations. ... In conclusion, this book is essential reading for company managers and construction contractors working on major projects in developing countries, It should be read by their bankers too. It also throws valuable light on how companies interact with communities, the dilemmas they face, and the opportunities they bring. This should be of interest to other development practitioners. Certainly the three key themes of benefits distribution, behaviours, and side effects are as much relevant to traditional development practitioners as they are to company managers. Full review -- Jill Shankleman, Woodrow Wilson Center, Washington DC Development in Practice 20.1 (2010) ... Getting It Right recommends detailed analysis of the situation by a corporation as far in advance of the project as possible. And it makes a persuasive case for letting the people of the area have input into how problems and issues can be solved. The key to success, Zandvliet and Anderson suggest, is to listen to local people deeply and with an open mind. It's great advice and should be required reading for many companies working in the developing world, particularly in areas already prone to tensions or unrealistic expectations. Most groups, when hearing something valuable has been discovered in their area, will hope and try to make it work positively for them - jobs, money, anything. But this rarely happens, leading to disappointment. Several of the successful cases studies tell of corporations going the extra mile to teach locals how to make goods up to company standards, or clearly explaining the requirements of jobs, goods or services the company will need. ... There is a limit to what companies can and should be expected to deliver for the local people. It cannot be a proxy for an absent government. ... Still, an oil, gas, or mining company can do a lot to mitigate the impact of their work. And they should read this book to find out where to start. Full review -- Jodi Liss Energy: The World Affairs Blog Network, 22 February 2010 ... 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.

Author Information

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.

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