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Adaptive Management Planning Projects as Conflict Resolution Processes

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dc.contributor.author Walkerden, Greg en_US
dc.date.accessioned 2009-07-31T14:58:56Z
dc.date.available 2009-07-31T14:58:56Z
dc.date.issued 2006 en_US
dc.date.submitted 2008-10-31 en_US
dc.date.submitted 2008-10-31 en_US
dc.identifier.uri https://hdl.handle.net/10535/3248
dc.description.abstract "Adaptive management planning projects use multiparty, multidisciplinary workshops and simulation modeling to facilitate dialogue, negotiation, and planning. However, they have been criticized as a poor medium for conflict resolution. Alternative processes from the conflict resolution tradition, e.g.,principled negotiation and sequenced negotiation, address uncertainty and biophysical constraints much less skillfully than does adaptive management. When we evaluate adaptive management planning using conflict resolution practice as a benchmark, we can design better planning procedures. Adaptive management planning procedures emerge that explore system structure, dynamics, and uncertainty, and that also provide a strong negotiation process, grounded in principled exploration of stakeholders' interests and needs. 'Crossing' procedures in this manner is a fertile way of developing new forms of professional practice." en_US
dc.subject adaptive systems en_US
dc.subject conflict en_US
dc.subject environmentalism en_US
dc.subject resource management en_US
dc.subject planning en_US
dc.title Adaptive Management Planning Projects as Conflict Resolution Processes en_US
dc.type Journal Article en_US
dc.type.published published en_US
dc.subject.sector Social Organization en_US
dc.identifier.citationjournal Ecology and Society en_US
dc.identifier.citationvolume 11 en_US
dc.identifier.citationnumber 1 en_US
dc.identifier.citationmonth June en_US

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