This book outlines how Rio Tinto-one of the world's largest
miners-redesigned and rebuilt relationships with communities after
the rejection of the company during Bougainville's Civil War. Glynn
Cochrane recalls how he and colleagues utilized their training as
social anthropologists to help the company to earn an industry
leadership reputation and competitive business advantage by
establishing the case for long-term, on the ground,
smoke-in-the-eyes interaction with people in local communities
around the world, despite the appeal of maximal efficiency
techniques and quicker, easier answers. Instead of using
ready-made, formulaic toolkits, Rio Tinto relied on community
practitioners to try to accommodate local preferences and cultural
differences. This volume provides a step-by-step account of how
mining companies can use social anthropological and ethnographic
insights to design ways of working with local communities,
especially in times of upheaval.
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