Estratègies per al desenvolupament sostenible - Generalitat de ...

compromise, to reach agreement where possible and to identify remaining contentiousissues to be resolved later.Consensus processes are also a good means for building understanding, trust andan emerging value set for sustainability, and for developing commitment toimplementation of the strategy. The real differences between stakeholder consultationand consensus building need to be well understood from the outset. The former cannever be a surrogate for the latter. But consensus is not necessary at all stages ofa strategy process. Indeed, given the value-laden and uncertain nature of many ofthe issues and the enormous interests at stake, strong and persistent disagreementsare likely. Fundamental differences of value are probably immune to consensus. Butconsensus is achieved very gradually, through joint enquiry and action focused on(shared) problems. An exploration and understanding of the diversity of concernsand opinions is very important, and wide participation in the strategy process providesa continuing vehicle for this.Given the important trade-offs that stakeholders are obliged to make to achieve astrongly supported strategy, negotiations are almost unavoidable in decision making.The aim of negotiations is to tackle the trade-offs inherent in sustainable development,to reach compromise in policy-making or setting responsibilities and plan objectives.It is important at the overall strategy level, but especially in setting decentralizedtargets. Agreed objectives and targets have a better chance of being implementedthan those that are imposed.In any case, negotiated outcomes do not replace government decision-making. Infact, they depend on the state actively fulfilling its role as planner and enabler, andoften financier and implementing body of development decisions. If a negotiationresults in full agreement among parties, the state (as one concerned party) need onlyendorse it.169