zen and the art of stakeholder involvement - CiteSeerX

Paper presented at the Minerals Council of Australia Environmental Workshop, Townsville, October 1999

ZEN AND THE ART OF STAKEHOLDER INVOLVEMENT: THE 1999 AMEEF TRAVELLING SCHOLARSHIP

Dr Fiona Solomon Research Fellow CSIRO Minerals

INTRODUCTION The month of January is named after the Roman god Janus, who was usually depicted as a man with two faces. One face looked back into the year that had passed and that face showed sorrow and dismay; the other face looked forward into the coming new year and showed signs of hope and confidence. Learning the art of stakeholder involvement implies creating a Janus face for a minerals company. There is also the dichotomy between company self interest and the industry as a whole. On one hand, there is a potential competitive advantage for an individual company performing well on a social bottom line. On the other hand, the benefits of one company acting to involve third parties could improve the image of the whole industry in the public’s eye. The Australian Minerals & Energy Environment Foundation (AMEEF) 1999 Travelling Scholarship enabled the author to travel to the USA and Canada to investigate international strategies for stakeholder involvement. Meetings with the World Bank, NGOs, mining companies, industry associations, and consultants, allowed many perspectives to be gathered. These perspectives, and some of the conflicts between them will be explored in this paper. For those of you familiar with Robert Pirsig’s book “Zen and the Art of Motorcycle Maintenance”, the title’s reference should be clear. For those who are not, the story revolves around an inquiry into values and philosophy during a motorcycle journey across North America. The parallels to the book are twofold: exploring philosophical values in the context of travel, and not a lot in the way of Zen orthodoxy. There are three main parts to this paper: ! Values and stakeholders ! Strategies for involving stakeholders ! Case studies from Nevada, British Columbia and the Northwest Territories and their emerging philosophical issues VALUES AND STAKEHOLDERS Broad social issues, such as human rights or poverty, are not commonly on the agenda of major corporations. However, the view that organisations have social and ethical responsibilities towards their stakeholders has begun to (re)gain acceptance (McPhail & Davy, 1998).


"Society", "community" and "stakeholders" are terms that are often used interchangeably. However their meanings are quite different: ! !

!

"Society" can be defined as the people, institutions and technology that make up a recognisable human system (Post et al., 1996). The boundaries of a society may be set by national (eg Australian) or cultural (eg Western) borders. "Community" can refer to groups of people who share interests or locality: a city suburb, a country town, or the environmental movement, for example (McIntyre, 1996). However it is important to remember that communities are not homogenous and contain diversity in values and aspirations. “Stakeholders” are those who perceive themselves to be affected by, or can affect, you or your activities. Stakeholders could be groups, individuals, or individuals representing groups, and are essentially defined as such through the ‘stake’ they hold in an activity and its organisation.

Most institutions in North America (and Australia) appear to feel comfortable with the concept of having stakeholders, some have constructed their own lists such as that in Figure 1, and a few go further and try to manage them.

Figure 1: Typical set of stakeholders (IFC Environment Division, 1998) However, there are two key things about the concept of stakeholders that can sometimes be missed.


! !

A selected set of stakeholders is only representative of recognised "communities", it is dynamic, and it is always a subset of a complex "society". Unlike what is implied by Figure 1, a set of interested positions will not always centre onto a shared sense of "public good".

A mine, particularly a mine with a short life, represents a sudden or identifiable change in a social dynamic. A "social issue" is how to broadly manage the change and who is responsible for doing so. A "stakeholder issue" usually covers that person’s or group’s stake in the change (Clarkson, 1995). Stakeholders' issues generally cover maximising the "good" and minimising the "bad" of change. Motivations can also be more complex, as outlined in Figure 2.

Figure 2: Stakeholder concerns What is articulated by different stakeholders as "good" and "bad" are what we tend to call values. You might value: ! ! ! ! ! ! ! ! !

Economic development for the region Getting a job Human rights Wilderness areas Land rights Public confidence in regulations Workplace safety The reputation of your mining company Stopping a mine

! ! ! ! ! ! ! ! !

Your kids education Return on investment Putting food on the table Traditional hunting and fishing Research funding The small footed sloth Being re-elected Peace and quiet in your town Keeping your consultancy viable

We can almost picture the people we might assign these values to. Yet in disputes over change and events we find that values are not enduring. Instead they are shifting and unstable, within


stakeholder groups and even within individuals. We usually find, sometimes to our frustration, that people's commitment to different values are always situated within a broader framework of choices and decisions, goals and purposes. The concept of values holds three different meanings in social science. The first approach sees 'value' as the property of an entity by virtue of its quality (eg this vase is worth $50). The second version sees value as a 'conception of the desirable' which is held more or less stably by an individual or group (eg a commitment to world peace). Both of these suggest a correlation between values and the entities which possess them - in the first between values and objects and in the second between values and subjects. The third approach argues that values are linguistic resources which people use to justify their conduct (eg I’m protesting against this road near my house because it will damage the environment). In this way values change over time as some become discredited as explanations, or new justifications are devised (Burningham & O'Brien, 1994). Thus concepts of environment or community do not arise spontaneously in a social vacuum or exist independently of people's goals and purposes. Stakeholders attach values to situations as part of a general grasp of the potential impacts of events within their local context (Burningham & O'Brien, 1994). A stakeholder who says they value the small footed sloth one day, may find themselves roasting one up to feed a hungry family on another. Conversely someone who values a good meal as much as the next person may fast for a week, as a political exercise to draw attention to the plight of the small footed sloth. These competing values do not represent a hierarchy of importance. People make decisions and use values as part of a vocabulary to justify those decisions. STRATEGIES FOR INVOLVEMENT Having explored the concepts behind values, the next question is how to involve stakeholders and their issues into an organisation’s worldview. There is no magic bullet or universal solution for involvement – it most definitely is an art and not a science. An appropriate framework for an organisation’s stakeholder relationships evolves from the interfaces between different people and cultures. To illustrate the diversity of the art, five models are outlined in this section: ! Wayne Dunn's "Interaction Continuum" - a descriptive framework ! Whitehorse Mining Initiative "Areas of Challenge" - espoused values ! CoDevelopment Canada's "Community Decision Making Model" - a structural framework ! World Bank's "Critical Success Factors" - a linear management framework ! International Finance Corporation's "Good public consultation" - list of management actions Wayne Dunn and Associates Wayne Dunn and Associates is a Canadian consulting firm that specialises in assisting companies to collaborate with local communities. Theirs is a descriptive framework (Figure 3) showing the continuum of potential interactions that can be developed, ranging from "beads 'n


trinkets" type approaches to the development of productive and sustainable relationships (Dunn, 1999).

Figure 3: Interaction Continuum  (Dunn, 1999) Whitehorse Mining Initiative, Canada In 1993, five sectors agreed to collaborate on an Accord that would develop a strategic vision for a healthy mining industry in Canada. They were the mining industry, senior governments, labour unions, Aboriginal peoples, and the environmental community. The process was named the Whitehorse Mining Initiative (Whitehorse Mining Initiative, 1994). Four Issue Groups were established, each with representation from the above stakeholders. The Issue Groups were: Finance/Taxation, Environment, Land Access and Workforce/Workplace/Community. Each produced a set of principles and objectives, and a list of very specific recommendations (Whitehorse Mining Initiative, 1994). The process of reaching consensus among a large and diverse group of participants took more than 18 months. The outcome was a values-based framework. By way of example, the challenges addressed by the Workforce/Worplace/Community Issue Group are outlined below in Figure 4.


Figure 4: Whitehorse Mining Initiative - Five Areas of Challenge

CoDevelopment Canada CoDevelopment Canada is a non-profit orgnisation for international development founded in Vancouver in 1985. They developed a Community Decision-Making Model (CDM) at the conclusion of several community consultation processes they co-ordinated in Latin America. Three pillars support the edifice of the CDM in Figure 5: The first emphasises building community organisation and networks; providing training and establishing reliable and up to date information gathering and sharing mechanisms. The second emphasises building relationships. The third focuses on reaching an agreement.


Figure 5: Community Decision-Making Model (Adapted from: CoDevelopment Canada, 1997) In addition to this structural model, CoDevelopment Canada advise that companies on the ground: ! Deal with substantive issues in a comprehensive way: not just set up a school. ! Deal long term: develop a plan to cover the mine life. Stakeholders aren't committed to mining but to the economic benefit, and plans are needed to ease the transition back to farming for example. ! Devote resources to community mobilisation/organisation: the community may not be able to sit down and negotiate agreements or implement them without a community centre. ! Help the community to access information to answer their questions; eg about minerals industry as a whole as well as the proposed activity ! Establish a process to explain company to community and community to company ! Identify informal networks through a stakeholder analysis: eg governments often aren't key players, and indigenous cultures have different decision making processes ! Get professional assistance, especially for a smaller company which doesn't have the time or resources (Rader, 1999) World Bank In a publication about how corporations act within communities, the World Bank Group outlined recommendations on how the private sector could best factor social concerns into planning and developing projects. These recommendations were based on current practice by leading edge organisations. In Figure 6 below is the linear management framework where the descending order reflects stages in a process.


Figure 6: Ten Critical Success Factors for the Private Sector (Adapted from: McPhail & Davy, 1998) International Finance Corporation The IFC is the private sector arm of the World Bank Group. It represents the world's largest multilateral source of project financing in developing countries. IFC aims to promote private sector development that is not only financially successful, but environmentally and social responsible as well. A Good Practice Manual has been developed, based upon practical experience in public consultation and information disclosure (IFC Environment Division, 1998). Since 1993, the conditions for IFC investments have included public consultation. The framework in Figure 7 lists management actions that will fulfill these conditions.


Figure 7: IFC 'Eleven Actions for Managing Public Consultation' (IFC Environment Division, 1998) The models that have been presented above impose some order onto a complex, dynamic world of values, judgments, agendas and conflict. They assist companies in maintaining a focus on either how the process works, the underlying values, the structure of the process, the management framework, or the actions required. The next section moves away from neat models towards messy realities. EMERGING PHILOSOPHICAL ISSUES Philosophy has traditionally been concerned with what has been termed the "eternal problematic", that is with certain perennially problematic features of human experience. These are clusters of related problems centred on our concepts of the real, the true, the just, the good and the beautiful. We make distinctions between the real and the apparent, the true and the false, the just and the unjust, between the good or right and the bad or wrong, between the beautiful and the ugly. However as evidenced by 2500 years of recorded Western philosophy it seems we continue to encounter extraordinary problems in defining these concepts universally (Goldman, 1984). So Western philosophy is about the problems raised when we create sets of distinctions within the real, the true, the just, the good, and the beautiful. Philosophy is essentially a catalogue of problems we haven’t been able to answer. Mining engages no less than the entire range of philosophy's underlying problematic. Science and community knowledge bases raise different concepts of reality and truth. Personal and organisational value judgments in the decision structure implicate prevailing conceptions of what


is good and just. The industry’s effect on the natural environment brings out broad debates on what constitutes beauty. In addition to meeting with groups who proposed the above frameworks, the AMEEF Travelling Fellowship enabled visits to three different jurisdictions - the Northwest Territories and British Columbia in Canada, and Nevada in the United States. In the following case studies, samples of interview data will provide a snapshot of the key stakeholder issues and the philosophical problems that they implicate. CASE STUDIES Nevada Nevada is one of the most urbanised states in the US. Out of a total of 1.7 million people, 1.3 million live in Clark County (Las Vegas), and a further 0.25 million live in Reno, Sparks and Carson city. Gaming is the number one industry in the State, followed by mining as number two in terms of wealth generated (Chapman, 1999). 87% of Nevada is public land, which in the US means that it comes under the 1872 Mining Law. Under this law, minerals can be taken free of charge and a miner has the right to purchase public lands from the government at $5 per acre (Mineral Policy Center, ?). Nevada had been 'given up for lost by the environmental community', but recently NGOs have begun to renew their organising efforts (Septoff, 1999). While Nevada appears mostly dry of surface water, it is sitting on an enormous aquifer. Water flows down from the Ruby mountains into the Humboldt River through Reno, and from there into Nevada's Great Basin where it sinks or evaporates (Chapman, 1999). High water tables present mines with disposal issues, which can affect surrounding areas for considerable distances around. Water was one of the major issues that emerged in discussions and the following interview extracts highlight several perspectives. 1 The land the mine is on is mostly an active ranch. We keep it active to consume dewatering of the pits in irrigation and so on. It is now a profitable ranch with 8000 head of cattle. — Mining company 2 I plan to do some hydrological modelling myself for the new projects that are starting up in the Great Basin, as the consultants' reports do not look at cumulative impact even if several projects are in close proximity or in the same watershed. — Environmental NGO 3 The concepts of 'owning' water, for example the water in this glass, is completely ridiculous. Water is life and you can't own life. — Native American 4


Water rights are the biggest issue in Nevada. People have the right to a limited amount of water and they want to protect it. — Mining company 5 The main concern is dewatering as the groundtable needs to be lowered to make way for mining. They need to pump 27,000 gallons per minute, 24 hrs per day - this has the potential to affect springs, waterways. The mine takes water out of deep bedrock and then puts it on to surface ponds to flow into an alluvial aquifer. So as it filters down through the clays, it picks up sediment and salts etc. The mine underestimated the ponds that would be needed, so artificial springs are bubbling up around the ponds as the water can't sink in fast enough. This has impacted cultural sites. — Indigenous NGO One of the first problems we come up against when trying to gauge the views of stakeholders is the assumptions we make about ‘how much they know’ – their access to some kind of objective truth or reality. Instead we find that the same event could be described in a myriad of different ways without any one account being ‘untruthful’. People’s descriptions of situations are partial and selective representations. When people respond in an interview, they are not merely providing a neutral commentary on the world. They might be making complaints, justifying their position, blaming others, seeking sympathy or approval (Burningham, 1995). In the extracts above which discuss issues to do with water, we start to get a feel for some of the competing versions on reality and truth. For an indigenous person, the concept of owning water, as life, is a complete anathema (extract 3). In this mining company’s worldview, owning water is not problematic at all – the real problem is how to protect ownership of it (extract 4). Both parties construct different visions of reality and the place of water within it. The notion of an objective truth also quickly dissolves when looking at stakeholder accounts. In extract 5, an NGO talks about how the dewatering of the mine is changing water flows and has started to impact sites of cultural significance to indigenous people. The mining company in extract 1 refers to the dewatering almost as merely the input into a successful ranching operation. Neither of these accounts would be necessarily untrue. Instead they represent how these stakeholders have chosen different ways of describing the same action of dewatering. Extract 2 goes further into concepts of truth and reality, calling into question the issue of cumulative impact. Do we see the system in which the mine is to be a part as just ending at the specified boundaries of the mine? How does this 'world' add to the other 'worlds' of nearby operations? The stakeholder in extract 2 does not see the world as a static place, but rather as a dynamic evolving, unstable entity with geological time scales. From these few accounts we start to get a feel for how competing yet valid versions of truth and reality can be constructed by different stakeholders. Conflict between stakeholders can, and probably will, arise from deeply held worldviews and beliefs. Truth is usually elusive and perception is reality. Northwest Territories


Canada's North still has the flavour of the "last frontier" - its forbidding winters and remoteness has meant little industrial development north of the 60th parallel. There are two predominant indigenous groups: the Dene, people of the northern forests; and the Arctic Inuit, literally "the people". The Nunavut Territory, to be governed by the Inuit, was officially split from the Northwest Territories (NWT) in April 1999. NWT's remaining population of 40,000 is administered by the Federal Government's Department of Indian and Northern Development (DIAND) and through a territorial government in Yellowknife. The NWT economy is small and centred on government support and non-renewable resources. While the largest mining company may operate a budget of $100 million, the government's budget for the region is $700 million. At present, the Federal Government claims minerals rights, and redistributes the royalties to the NWT through government funding. In 1991, the discovery of diamonds in the Northwest Territories (NWT) sparked the largest staking rush in Canadian history. The Ekati Diamond Mine, operated by BHP, commenced operation in 1998. By 2002, a Diavik mine in the same area as Ekati should also come on stream. The new spate of mining ventures has raised expectations about what the industry should bring to the area. Calls emerged from the NWT community for value-adding businesses such as diamond sorting, valuing, cutting, polishing and jewellery making. While BHP and Diavik both have policies guaranteeing preference to locals, for a flagging local economy dependent on government subsidy this is no longer enough (Langford, 1998). Jobs and flow on benefits and opportunities at the local level are the major issue. 6 The promises for jobs needed to be proven to communities, and we have done this with 81% Northern employment and 40% Northern Aboriginal employment. There has been a huge demand for jobs, but there can be eligibility problems such as their employment or criminal record. — Mining company 7 Educated people leave the [indigenous] communities, and who are we to judge? We have freedom to travel and work where we like. — Local resident 8 There’s a lobby group to get a sorting and polishing operation in Yellowknife. There were fears about diamond smuggling and whether Yellowknife would become home to some sort of underworld or black market. — Local business 9 BHP have opened the eyes of students to the possibilities and have given hope. Now there are 50 to 60 students at universities. We have given tours of the site to students and made presentations at schools. — Mining company 10


There is potential for mines, but the region only has 6000 people and 85% are Inuit. Who will run the cashier at the supermarket for example when there are highly paid jobs at the mine? — Local business 11 The strip down security at the diamond mines - there are major problems with sexual abuse in the communities, so this would be very traumatic. — Salvation Army Our notions of what is “good” and “fair” tend to be a matter of judgment complicated by the need to embed them in a broader society. At face value, employment would be seen as a “good” and the employment of locals as “fair” given their proximity to the project. Extracts 6 and 9 argue for the positive impact of the company’s presence in the community, by providing jobs to Northerners and indigenous peoples and opportunities for students. Underlying this position is the belief that not only is providing employment a good thing for an individual, but that it contributes towards some sort of public good. What starts to become apparent is that there is a tension between what may be good for the individual and what may be good for the community. The concern that mining jobs for individuals will actually deskill the communities as a whole by attracting workers away to higher paid positions can be found in extracts 7 and 10. Extract 11 starts to uncover deeper problems with imagining that employment is an uncomplicated “good” in a community which may have disturbances of its own. The emergence of a lobbying group calling for additional business opportunities from the mine, as described in extract 8, also brings out a sense of what the community feel is fair or just. Jobs at the mine it seems were not enough and the company was perceived to be unfairly keeping other opportunities (sorting and polishing) from the community. A good and fair society is a question of competing judgments, and what appears to be “good” or “fair” on the surface can on closer examination reveal some flaws in the glass. British Columbia British Columbia contains both Canada's wettest and its driest climates, and more species of flora and fauna have been identified in this region than the rest of the country put together. Culturally and logistically, southern British Columbia stands apart from the northern half of the province, containing most of the roads and towns. Ninety-five percent of the population lives in the south, mainly in Vancouver, Canada's third largest city. Mining is perceived to be 'under siege' in BC. Several informants suggested that the mining industry is its own worst enemy in the province by promoting jobs and development as its prime selling point. The watershed project was 'Windy Craggy' 7-8 years ago, a world class coppergold deposit in a pristine remote area. The proponent planned to take 1000 feet off the top of a mountain in a range of hundreds, describing it as 'not a big deal, like losing a tooth doesn't make a difference to a person'. According to some, damage control came way too late (Parker, 1999). The area was enshrined as the Tatshenshini - Alsek Wilderness Park on the UN World Heritage


List and the project was tied up with new project review legislation. According to many in the industry, the effect on mining exploration has been significant (Webster, 1999). Apart from the perennial issues of land access, government regulation and public perception of the industry, mine roads was another topic that attracted debate. 12 If all mining or logging roads had been reclaimed in the last 100 years there would be no roads in BC. — Mining company 13 Road construction is a key component of the Tahltan vision for the future, especially through TNDC [Tahltan Nation Development Corporation]. We would like to see First Nation input into road design and placement so there is strategic placement of roads for other uses. — First Nation 14 Disturbance can be significant - up to 3km from the edge of a road in open country. Animals can be attracted to roads too where they are more easily shot or run over; roads can be used as travel routes along the greenery. Thankfully garbage along roads now seems to be under control. — Provincial Environment Department 15 After 25 years, roads begin to erode, and they can be a long term liability for a company. Who will maintain them? How can they be transacted to a new company or socialised and given to the public? — Development Commission 16 There are environmental concerns that the road could provide access for hunting and create migrational changes. — Federal Government Department 17 Granduc mine left a network of roads and tunnels. Its legacy is the road along the Salmon Glacier, one of the greatest tourist draws in northern BC. I hope there is more progressive thinking re forestry and mining access roads - not reclamation! — Local resident While mine roads may not immediately conjure up concepts of the Beautiful, they do relate to questions of visual appeal and environmental appropriateness. Some might argue that roads ought to be rehabilitated after mine closure, because of impact on flora and fauna (extract 14), the access they provide for hunting (extract 16) or because of long term maintenance concerns (extract 15). Others would argue that the province needs to pay this environmental price for the assets that roads can become to a community (extracts 12 and 13) or indeed for the access they provide to areas of great beauty such as the glacier described in extract 17.


The Environment has become the key focus of interactions between society and the physical world. Individuals and society make decisions about what aspects of the environment are valuable and what strategies to adopt towards potential change or impact (Burningham & O'Brien, 1994). For example the impact of a road on a particular environment may be overlooked for the experience it provides of another beautiful environment such as a glacier. A mine manager may appreciate a well designed pit as a thing of beauty which to another’s eyes is an affront to the land. This process of valuing parts of the environment over others between stakeholders implicates underlying concepts of “beauty”. CONCLUDING REMARKS The question that will always remain after an analysis like this is, well, ‘what ought we to do?’ That question sums up the ethical domain, and opens up for fruitful debate the way in which we make decisions. The three legs of sustainability – the social, environmental, and economic – are said to form a stool. Some say society or policy are the seat of this stool, but there is an emerging thought that the seat may be ethics – that question of what should we do? Mining faces a paradox – minerals are central to the industrial world, yet the industry is one of the most criticised industries in society. Should the industry be working in developing countries and assisting with development or are the benefits largely going to an elite? Should communities in a transition to a wage economy be ‘empowered’ to deal with the financial benefits of the mine recognising the potential for great community disruption or will careful guidance for monies translate into paternalism? Should the industry work in a local culture opposed to its activities because it can see broader benefits at a regional or national level? Choices that require multiple stakeholders to balance conflicting objectives are among today's most controversial decisions (Gregory & Keeney, 1994). Five frameworks for involving stakeholders in decisions that affect them were presented in this paper. These are useful tools to guide companies and other stakeholders to navigate the murky waters of change. However there will always be rocks and whirlpools that aren’t marked on the map. These are to be found when we delve into the comprehensive metaphysical, political, moral and aesthetic problems that an industry like mining poses. The original ‘Zen and the Art of Motorcycle Maintenance’ book was about the concept of Quality. As individuals we all know what ‘quality’ is to us, but find that any attempt to define it destroys the concept. In the same way, we all have a picture as individuals of a quality mine development. The ‘art’ we need to learn is how to frame a set of questions to stakeholders that will allow discrimination on a quality scale. The aim is always to move a development like a mine to some collective sense of high quality. The ‘quality’ problems that mining poses have been explored here through travel and a philosophical lens. It should now be clear that philosophy does not try to “solve” these eternal problems. Instead it can clarify the questions and help to promote thoughtful responses to them.


ACKNOWLEDGEMENTS Sincere thanks to AMEEF for making the ‘Zen’ study tour possible with their Travelling Scholarship. Thanks also to CSIRO Minerals for allowing research time for the trip. Finally, my appreciation to all those who made the time to meet, talk and share ideas. REFERENCES Burningham, Kate. (1995) Attitudes, accounts and impact assessment. The Sociological Review 43(1), 100-122. Burningham, Kate and O'Brien, Martin. (1994) Global environmental values and local contexts of action. Sociology 28(4), 913-932. Chapman, Llee. Personal communication, Nevada, May 1999. Clarkson, M.B.E. (1995) A Stakeholder Framework for Analysing and Evaluating Corporate Social Performance. Academy of Management Review 20, 92-117. CoDevelopment Canada. (1997) The Community Decision-Making Model for Mining Activities in the Americas. Vancouver, CoDevelopment Canada. Dunn, Wayne. (1999) Beyond 'Beads 'n Trinkets': A Systematic Approach to Community Relations for the Next Millenium. CIM Calgary 99: Mining: Catalyst for Social and Economic Growth. Goldman, Steven L. (1984) The Techné of Philosophy and the Philosophy of Technology. Research in Philosophy and Technology. Volume 7, p115-144. JAI Press. Gregory, Robin and Keeney, Ralph L. (1994) Creating Policy Alternatives Using Stakeholder Values. Management Science 40(8), 1035-1048. IFC Environment Division. (1998) Doing Better Business Through Effective Public Consultation and Disclosure: A Good Practice Manual. Washington DC, International Finance Corporation. Langford, Cooper. (1998) When you wish upon a star. Up Here: Exploring the True North , 4252. Yellowknife, Outcrop. McIntyre, Janet. (1996) Tools for Ethical Thinking and Caring: A reflexive approach to community development theory and practice in the pragmatic 90s. Melbourne, Community Quarterly. McPhail, Kathryn and Davy, Aidan. (1998) Integrating Social Concerns into Private Sector Decisionmaking: A Review of Corporate Practices in the Mining, Oil and Gas Sectors. World Bank Discussion Paper No 384. Washington DC, The World Bank. Mineral Policy Center. (?) The Last American Dinosaur: The 1872 Mining Law. Washington


DC, Mineral Policy Center. MPC Fact Sheet - Mining Law Reform Series. Parker, David. Personal communication, Vancouver, May 1999. Post, James E., Frederick, William C., Lawrence, Anne T., and Weber, James. (1996) Business and Society: Corporate Strategy, Public Policy and Ethics. New York, McGraw Hill. Rader, Jim. (1999) Socially Responsible Mining. CIM Calgary 99: Mining: Catalyst for Social and Economic Growth. Septoff, Alan. Personal communication, Washington DC, May 1999. Webster, Mary Page. The Windy Craggy Experience. Web page accessed April 1999. http://www.fraserinstitute.ca/publications/forum/1998/january/cover_story.html Whitehorse Mining Initiative. (1994) Leadership Council Accord. Ottawa, Mining Association of Canada.