|
Tool |
What does it do? |
What does it not
do? |
Methods |
| |
|
Bayesian belief network (BBN), system dynamic model (Cain 2001, Lynam et al. 2002, Lynam 2003) |
Simplifies complex systems through key variables
and their relationships |
Capture all details and nuances |
Individual or group setting; usually (but not with
BBNs) requires quantitative estimation of relationships |
|
|
Discourse-based valuation (Wilson and Howarth 2002) |
Develops a common (group) representation of
importance |
Develop causal relationships among variables or
entities |
Facilitated group interactions |
|
|
4Rs framework (Dubois 1998) |
Assesses stakeholder roles and resilience in
forest management |
Reveal causal relationships |
Carefully facilitated individual or group setting |
|
|
Participatory mapping (Lynam 1999, 2001, Sheil et al. 2002) |
Represents spatial relationships |
Represent spatial interactions |
Individual or group setting |
|
|
Pebble Distribution Method (e.g., Colfer et al. 1999a, Sheil et al. 2002, 2003) |
Rates alternatives (items) and encourages examination
of the underlying reasons for these ratings |
Represent, clarify, or reveal relationships or
processes |
Individual or group setting supervised by a
facilitator who must carefully introduce and guide the process
|
|
|
Vision/pathway scenario (Wollenberg et al. 2000) |
Envisions and articulates an ideal future as a basis for
planning and decision making or developing a shared vision |
Quantify relationships or identify the causal
relationships among process or variables |
Entire community |
|
|
Alternative scenario (Wollenberg et al 2000, Nemarundwe
et al. 2003) |
Imagines and describes several possible future outcomes
(negative or positive) based on current trends and
uncertainties |
Quantify relationships |
Entire community |
|
|
Spidergram (Lynam 1999, 2001) |
Represents causal or categorical relationships among
variables related to a central question |
Represent feedback or dynamic
relationships |
Individual or group setting; useful in discourse-based
valuation to develop consensus |
|
|
Venn diagram (Pretty et al. 1995) |
Represents social relationships and power differences
between stakeholders |
Represent causal relationships |
Individual or group setting |
|
|
Who Counts Matrix (Colfer et al. 1999b) |
Gives priority to stakeholders whose well-being is closely
linked to forest management, using seven dimensions to assess these
links |
Provide specific definitions of terms
and indicators to assess dimensions |
Individual or group setting |