Titlebook: Shell, Greenpeace and the Brent Spar; Grant Jordan Book 2001 Grant Jordan 2001 business.decision-making.democracy.environment.government.P

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defray

MOAT

intention

恃強(qiáng)凌弱

inspiration

cumber

Robust

Three Styles of Decision-making: Electoral Resolution, Group Conflict, Group/Governmental Consultatory – and might help in making a judgement as to where the Brent Spar detail confirmed or challenged policy making routines. The first style presents decision-making as the clash of party programmes resolved by electoral choice. The second has superficial relevance for the Brent Spar case in seeing

Range-Of-Motion

De-commissioning Decisions: Unsuccessful Consultation?,mited relevance. There is in political science dissatisfaction with the sort of explanations that most non–specialists assume to be . business of the subject. The chapter also argued that there is a ‘standard’ operating routine in British and many other systems that relies on consultation. The consu

Incorporate

The Battle to Define the Problem,oversy. Even had Greenpeace and Shell agreed about details, as they defined the nature of events in such different ways conflict was inevitable. For example, the oil industry acknowledged that there was an obligation under the 1958 Geneva Convention to remove all apparatus and restore the sea bed to