You work for a company that develops wind energy projects. You are proud to work in the industry because you believe that it contributes to solving the problems of air pollution and climate change. You have identified an attractive new project site. Wind speeds are really high at the site, the topography is suitable for placing wind turbines, and the landowner is willing to locate your wind turbines on her property in exchange for reasonable royalty payments. Once the project is approved by the local county council, you will be ready to break ground on the project. 

One day, you are having lunch at a restaurant near the site and are surprised to read an editorial article opposing your project. Apparently, some local citizens believe that wind turbines will ruin their view of the countryside. They have also found a study that shows that the presence of wind turbines reduces tourism to rural areas. They are planning to mobilize to oppose the project. They aim to put pressure on council members who are up for reelection. While you don’t mind sitting down with people who have different views, you start to imagine a lengthy and expensive approval process that involves hiring lawyers and land use experts, and which could delay the start of the project. The project’s economics start to look less solid. 

Use the weight-of-reasons framework to determine how you should handle this situation. Might it be possible to develop a project approach that makes sense financially and also satisfies your opponents? What process should you adopt to work out your differences with your opponents?