Success of a negotiating team in an environmental dispute depends to a large extent on how the team is designed. Who is chosen, how they are chosen, and, moreover, what they are expected to do will have a profound effect on the negotiations. Three team designs for negotiating disputes over wolf management in Alaska, British Columbia and the Yukon provide contrasting evidence of the key elements in effective team design. Faced with a complete impasse over the issue, each of the three areas decided to form citizen teams to try to reach a consensus on wolf management. Two of the teams (Alaska and British Columbia) were unable to develop lasting agreements, while the third (the Yukon) produced a plan that has broad support and has been [...]
