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Adaptive Management Planning Projects as Conflict Resolution Processes

Greg Walkerden, Macquarie University

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.

Key words

adaptive management; conflict resolution; crossing; ecosystem management; environmental management; negotiation; planning; practice; principled negotiation; professional practice; resource management; strategic environmental assessment.

Ecology and Society. ISSN: 1708-3087