Connie Ozawa
Biographic Data
| ID | 3621073 |
|---|---|
| NAME | Connie Ozawa |
| GIVEN NAMES | Connie |
| FAMILY NAME | Ozawa |
| SIGNATURE | OZAWA C |
| AFFILIATIONS | Massachusetts Institute of Technology |
| VERIFIED | No |
| TOTAL WORKS | 6 |
| TOTAL CITATIONS | 40 |
| AUTHOR COUNT | 6 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1982 |
| LATEST PUBLICATION YEAR | 2012 |
| H-INDEX | 4 |
Portland Edge: Challenges and Successes in Growing Communities
Mining Negotiation Theory for Planning Insights
The rational planning model based on the view of planners as expert decision makers is gradually being replaced by collaborative models that acknowledge the joint nature of planning decisions. This article addresses the benefits of recognizing that negotiation is the key vehicle for joint decision making and therefore lies at the heart of planning. It calls for applying negotiation theory and practice lessons to examine and improve the dynamics o…
Mediating Public Disputes: Obstacles and Possibilities
Mediated negotiation has recently been used to supplement traditional methods of resolving complex public resource allocation disputes in the United States. Although many of these efforts have apparently been successful, procedural concerns have been raised by a number of analysts. In this paper, we focus on five of these concerns: (1) problems of representation, (2) the difficulties of setting an appropriate agenda, (3) obstacles to joint fact f…
Mediated Negotiation in the Public Sector: The Planner as Mediator
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 …
Mediated Negotiation in the Public Sector: Mediator Accountability and the Public Interest Problem
Three case studies of mediated negotiation in the public sector are summarized. Special attention is given to the roles played by the mediators in these cases, the difficulties of ensuring adequate representation of all stakeholders, and the problems of protecting the "public interest." Criteria for evaluating mediated negotiation as a supplement to traditional legislative, administrative, and judicial means of resolving resource allocation dispu…
Targeting the Nepa process: Critics heard at CEQ meeting
Mining Negotiation Theory for Planning Insights
The rational planning model based on the view of planners as expert decision makers is gradually being replaced by collaborative models that acknowledge the joint nature of planning decisions. This article addresses the benefits of recognizing that negotiation is the key vehicle for joint decision making and therefore lies at the heart of planning. It calls for applying negotiation theory and practice lessons to examine and improve the dynamics o…
Mediated Negotiation in the Public Sector: The Planner as Mediator
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 …
Mediated Negotiation in the Public Sector: Mediator Accountability and the Public Interest Problem
Three case studies of mediated negotiation in the public sector are summarized. Special attention is given to the roles played by the mediators in these cases, the difficulties of ensuring adequate representation of all stakeholders, and the problems of protecting the "public interest." Criteria for evaluating mediated negotiation as a supplement to traditional legislative, administrative, and judicial means of resolving resource allocation dispu…
Mediating Public Disputes: Obstacles and Possibilities
Mediated negotiation has recently been used to supplement traditional methods of resolving complex public resource allocation disputes in the United States. Although many of these efforts have apparently been successful, procedural concerns have been raised by a number of analysts. In this paper, we focus on five of these concerns: (1) problems of representation, (2) the difficulties of setting an appropriate agenda, (3) obstacles to joint fact f…
Targeting the Nepa process: Critics heard at CEQ meeting
Mediated Negotiation in the Public Sector: Mediator Accountability and the Public Interest Problem
Three case studies of mediated negotiation in the public sector are summarized. Special attention is given to the roles played by the mediators in these cases, the difficulties of ensuring adequate representation of all stakeholders, and the problems of protecting the "public interest." Criteria for evaluating mediated negotiation as a supplement to traditional legislative, administrative, and judicial means of resolving resource allocation dispu…
Mediated Negotiation in the Public Sector: The Planner as Mediator
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 …
Mediating Public Disputes: Obstacles and Possibilities
Mediated negotiation has recently been used to supplement traditional methods of resolving complex public resource allocation disputes in the United States. Although many of these efforts have apparently been successful, procedural concerns have been raised by a number of analysts. In this paper, we focus on five of these concerns: (1) problems of representation, (2) the difficulties of setting an appropriate agenda, (3) obstacles to joint fact f…
Mining Negotiation Theory for Planning Insights
The rational planning model based on the view of planners as expert decision makers is gradually being replaced by collaborative models that acknowledge the joint nature of planning decisions. This article addresses the benefits of recognizing that negotiation is the key vehicle for joint decision making and therefore lies at the heart of planning. It calls for applying negotiation theory and practice lessons to examine and improve the dynamics o…
Portland Edge: Challenges and Successes in Growing Communities
Political science (5 works) · Computer Science (4 works) · Economics (4 works) · Law (4 works) · Negotiation (4 works) · Business (3 works) · Conflict Management and Negotiation (3 works) · Law (3 works) · Law and economics (3 works) · Management (3 works)