To read the full version of this content please select one of the options below:

THE PLAYGROUND NEGOTIATION CASE

Jennifer J. Halpern (Cornell University)
Debra L. Connelley (State University of New York, Buffalo)

International Journal of Conflict Management

ISSN: 1044-4068

Article publication date: 1 March 1996

Abstract

This is a true‐to‐life case. Two elected local officials, one elected on a community involvement plank (herein referred to as the Community Volunteer Representative) and the other elected because of a commitment to support the Parks Department (hereafter referred to as the Parks Department Representative) comprise the Ithaca Special Projects Task Force. They have been charged with deciding whether to fund a playground for the community, and if so, how much of the city's limited special project funds they should spend. Other projects requesting funding will be presented to them later in the year. Both representatives share the common goal of bettering the community. However, the issue is complicated by a variety of potential inter group conflicts that can threaten their position as elected officials, and that could jeopardize the harmony of the community that they are trying to help. Moreover, both representatives are aware that they, as well as their constituents, may have interests in both community volunteerism as well as in the well‐being of the Parks Department: Parks employees, for example, may also be community volunteers after work.

Citation

Halpern, J.J. and Connelley, D.L. (1996), "THE PLAYGROUND NEGOTIATION CASE", International Journal of Conflict Management, Vol. 7 No. 3, pp. 247-274. https://doi.org/10.1108/eb022784

Publisher

:

MCB UP Ltd

Copyright © 1996, MCB UP Limited