The Natural Edge Project The Natural Advantage of Nations Whole System Design Factor 5 Cents and Sustainability Higher Education and Sustainable Development

"I am particularly pleased with the new book, The Natural Advantage of Nations, which will, in effect, follow on from Natural Capitalism, and bring in newer evidence from around the world."
Amory Lovins, Co-Author of 'Natural Capitalism: Creating the Next Industrial Revolution', CEO Rocky Mountain Institute

The Natural Advantage of Nations (Vol. I): Business Opportunities, Innovation and Governance in the 21st Century


Section 5: A National Collaborative Approach

1 What is multi-stakeholder engagement?
1.1 Where does multi-stakeholder engagement fit in?
1.2 Current issues with multi-stakeholder processes
1.3 Looking forward: multi-stakeholder process design
1.4 Engaging the spirit
2 Introducing the Pyramid: a versatile process and planning tool for accelerating sustainable development through multi-stakeholder engagement Alan AtKisson
2.1 What is the Pyramid?
2.2 How the Pyramid process works
3 Building a network around a project: The Natural Edge Project
4 Reference List from the Book


As discussed in Section 1, the fundamental principle behind The Natural Edge Project (TNEP), and this book, is a collaborative, ‘whole of society approach’. But how does one get started on any sustainability project? Every part of business, government and civil society must consider the improvement of economic, social and environmental performance. This chapter provides a perspective on multi-stakeholder engagement and processes to achieve engagement (‘multi-stakeholder processes’) illustrated by a tool used by a leading international consultant in the field, AtKisson Inc lead by TNEP mentor, Alan AtKisson.



References From the Book

1 Rukato, H. and Osborn, D. (2001) 'Count Us In, Count On Us', Co-Chairs Summary, UNED Forum International Workshop on Multi-stakeholder Processes, New York, 28-29 April, p1.


2 These definitions are taken from Hemmati, M. (2002) 'Introduction', from Multi-stakeholder Processes for Governance and Sustainability: Beyond Deadlock and Conflict, Earthscan, London.


3 Wheeler, D. and Sillanpaa, M. (1997) The Stakeholder Corporation: The Body Shop Blueprint for Maximizing Stakeholder Value, Pitman Publishing, London.


4 Zadek, S. and Raynard, P. (2002) 'Stakeholder Engagement: Measuring and Communicating Quality', Accountability Quarterly, vol 19, December.


5 Multi-stakeholder Workshop on Partnerships and UN-Civil Society Relationships, 10-12 February 2004, Pocantico, New York.


6 Hemmati, M. (2002) 'Introduction', from Multi-stakeholder Processes for Governance and Sustainability: Beyond Deadlock and Conflict, Earthscan, London.


7 Ibid.


8 Meadows, D. (1998) Indicators and Information Systems for Sustainable Development, Sustainability Institute, Hartland Four Corners, VT.


9 AtKisson, A. and Hatcher, R. (2001) 'The Compass Index of Sustainability: Prototype for a Comprehensive Sustainability Information System', Journal of Environmental Assessment Policy and Management, vol 3, no 4.


10 The Compass is not the only sustainability framework that works with Pyramid; the Triple Bottom Line (TBL), Economy-Environment-Equity (EEE) and other sustainability frameworks can also be used depending on the context of the application.


11 The name 'Magic Eyes' grew from TECDA's popular anti-litter campaign of the early 1990s, which had the slogan 'Magic Eyes are watching you'.


12 Readers can review the documentation for the entire process, as well as the results of the June 2004 summit, online at


13 Please refer to the acknowledgments and further to the website at for further information on our supporters, endorsees and partners.


14 Please refer to the website at for further information on both the Advisory Board and Steering Committee and Working Group under the tab 'Meet the Teams'