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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Introduction: the Brent Spar Background,This book may seem to some to be a large undertaking over a minor oil industry decision about the disposal of a redundant facility, but the significance of the events described in this book is indicated by the following quotations – selected from a lengthy list of similar sentiments:

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Direct Action and Indirect Consequences,As shown in Chapter 2, the negotiations between Shell and Whitehall in early 1995 were well underway to producing formal permission to dump. This, however, was before the Greenpeace intervention.

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The Spar and OSPAR: Linking the Decisions,There are two processes and associated decisions described in this chapter. The first is that by which Shell arrived at the fate of the Brent Spar once it had been decided that the sinking plan had been sunk by Greenpeace. The second is that by which the decision on future decommissioning policy was agreed within OSPAR.

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General Conclusions,The comment by Baumgartner and Jones at the head of this chapter reflects a tendency in policy studies that ‘a(chǎn)ll is unique’, but the Brent Spar case study can be discussed in the light of several generalizable elements of political science; for example it throws light on the ‘privilege of business’ argument.

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itish woman serving in the Gulf with the American Marines. As a lance corporal, married to a fellow officer, she and her American husband were forced to leave their four-year-old son Zach when they were assigned to Saudi Arabia in September 1990. Lambert’s son was taken from their home in Hawaii to

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