In Venezuela, a Scion Opens His Family Land to the Poor

"They were handcuffed, and I said, 'Take the handcuffs off them,' and we start having a civilized conversation," Vollmer recounted. "I said, 'What were you thinking?' "

He offered them two options. Either Vollmer would turn them over to the police, or they would agree to live on the hacienda for three months. They would earn nothing, but receive free meals and placement in job-training programs.

"We had to be much more ambitious and think, 'How are you going to change the reality of these people, so they're productive for themselves?' " Vollmer said. "It's not a handout. It's to give something sustainable."

When Vollmer agreed to expand the program, thinking three or four more gang members would participate, he was astonished to see 22 show up. "I thought, 'Wow, this is a huge opportunity,' " Vollmer said. "They've given us the most important thing they have, which is their identity."

Though some of those who've participated have been killed -- victims of the violence in the nearby shantytowns -- dozens of others have graduated and hold down jobs. Seventy-five remain in the program, young men who are required to do schoolwork, learn job skills and play organized rugby, Vollmer's passion.

"If other businessmen gave a little more of themselves like Dr. Alberto, I think Venezuela would be a more beautiful place," said José Arrieta, one of the first to leave behind a life of crime and take a job in the Santa Teresa plant. "It's rare to find someone who will believe in you."

Business schools have studied the Vollmer model, as have those who try to resolve conflicts in countries including Bosnia and Colombia.

Meanwhile, Vollmer's programs have helped Santa Teresa, one of Latin America's most storied rum brands, to thrive. He and his brother, Henrique, have modernized the company, restructured debt and cut product lines and costs. A company that was on the verge of bankruptcy in the late 1990s is now expanding and increasingly focused on exporting its rum, to 27 countries in all.

The success, Vollmer said, came in part because he and his adversaries were willing to bridge Venezuela's vast class divide. The key, he said, was to "put issues on the table and talk about them, with civility."

"You can just agree to disagree, but at least you're still at the table," he said. "If you decide not to talk and you lose the patience to keep on talking about things, you lose the debate."