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The central issue in most wars is how to win. The central issue in the Crimean War was whether there should be a war. Throughout most of the war, the question of peace or war remained an open one, dependent on military prospects, diplomatic vicissitudes, and the shuttlecock of parliamentary faction. That British public opinion was hotly for war was interpreted by players of the parliamentary game only as meaning that it might become pacific with equal volatility. The supposed political invincibility of Palmerston in 1855–6 had some reality outside Parliament, but little inside Parliament where it mattered. If events in Parliament varied in line with the war, it was also true that parliamentary prospects could affect the war.

Describes how John Brown Engineering and Constructors has set up project workshops for all involved parties to work together in a partnership environment. Reviews an approach combining the partnering style and the TQM philosophy. Contends that the design of the project workshop is crucial and it is important that it takes a holistic view of the problems identified. Concludes that competitive advantage will go to those who learn better ways to work together, and then rationally deploy this knowledge to the benefit of all. Partnering is teamwork between companies ‐ project workshops provide the chance to try it out, to train in it, and to excel.

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