Some portion of the American public will react negatively to almost any new corporate initiative, as Disney discovered when it announced its plans to build an historical theme park in Virginia. Similarly, government efforts to change policy or shift budget priorities are invariably met with stiff resistance. In this enormously practical book, Lawrence Susskind and Patrick Field analyze scores of both private and public-sector cases, as well as crisis scenarios such as the Alaskan oil spill, the silicone breast implant controversy, and nuclear plant malfunction at Three Mile Island. They show how resistance to both public and private initiatives can be overcome by a mutual gains approach involving face-to-face negotiation, a strategy applied successfully by over fifteen hundred executives and officials who have attended Professor Susskind's MIT-Harvard "Angry Public" seminars.Susskind and Field outline the six key elements of this approach in order to help business and government leaders negotiate, rather than fight, with their critics. In the process, they show how to identify who the public is, whose concerns to address first, which people and organizations must be convinced of the legitimacy of action taken, and how to assess and respond to different types of anger effectively. Acknowledging the crucial role played by the media in shaping public perception and understanding, Susskind and Field suggest a way to develop media interaction which is consistent with the six mutual gains principles, and also discuss the type of leadership that corporate and government managers must provide in order to combine these ideas into a useful whole.We all need to be concerned about a society in which the public's concerns, fears and anger are not adequately addressed. When corporate and government agencies must spend crucial time and resources on rehashing and defending each decision they make, a frustrated and angry public contributes to the erosion of confidence in our basic institutions and undermines our competitiveness in the international marketplace. In this valuable book, Susskind and Field have produced a strong, clear framework which will help reduce these hidden costs for hundreds of executives, managers, elected and appointed officials, entrepreneurs, and the public relations, legal and other professionals who advise them.

This is THE book on anger, the first book to explain exactly why we get mad, what anger really is - and how to cope with and use it. Often confused with hostility and violence, anger is fundamentally different from these aggressive behaviours and in fact can be a healthy and powerful force in our lives. What is anger? Who is allowed to be angry? How can we manage our anger? How can we use it? It might seem like a day doesn't go by without some troubling explosion of anger, whether we're shouting at the kids, or the TV, or the driver ahead who's slowing us down. In this book, the first of its kind, Dr. Ryan Martin draws on 20 years plus of research, as well as his own childhood experience of an angry parent, to take an all-round view on this often-challenging emotion. It explains exactly what anger is, why we get angry, how our anger hurts us as well as those around us, and how we can manage our anger and even channel it into positive change. It also explores how race and gender shape society's perceptions of who is allowed to get angry. Dr. Martin offers questionnaires, emotion logs, control techniques and many other tools to help readers understand better what pushes their buttons and what to do with angry feelings when they arise. It shows how to differentiate good anger from bad anger, and reframe anger from being a necessarily problematic experience in our lives to being a fuel that energizes us to solve problems, release our creativity and confront injustice.

Have you ever had to speak in a public meeting about your company’s or agencies plans, projects or programs? Have you attended a public meeting where people’s emotions were high? Do you want to learn how professional meeting facilitators deliver best outcomes? Professional facilitator, Dave Hardy, shares his unique insights learned from facilitating over 1,500 meetings. What are the techniques facilitators use to avoid an angry public meeting? How do they manage these meetings when they know many people will be angry? What are some of the unique situations that arise and how should you address them? In “Who Are These People and Why Are They Yelling at Me? The art and science of managing large angry public meetings” Hardy provides lessons for engaging the public in a meaningful manner. He gives essential tips for preparing for potential angry meetings and takes you step by step through the dynamics of how to help the group achieve dialogue. Essential facilitation tools and techniques are presented to support ‘extreme facilitator training’. Hardy teaches these facilitation techniques through real examples, academic insight and humour.

Describes a method of negotiation that isolates problems, focuses on interests, creates new options, and uses objective criteria to help two parties reach an agreement.

Bosses, friends, family members, they've made your life hell -- until now! Based on fourteen years of research and observation, Dr. Robert Bramson's proven-effective techniques are guaranteed to help you right the balance and take charge of your life. Learn how to: Stand up to anyone -- without fighting. Blunt a sniper's attack. Get a clam to talk. Cut off a Sherman tank at the pass. Manage bulldozers. Get stallers off the dime. Move a complainer into a problem-solving mode. Learn the six basic steps that allow you to cope with just about anyone. Reclaim the power the rightfully belongs to you in any relationship!

"Anger has a bad reputation. Many people think that it is counterproductive, distracting, and destructive. It is a negative emotion, many believe, because it can lead so quickly to violence or an overwhelming fury. And coming from people of color, it takes on connotations that are even more sinister, stirring up stereotypes, making white people fear what an angry other might be capable of doing, when angry, and leading them to turn to hatred or violence in turn, to squelch an anger that might upset the racial status quo"--