Social process in grizzly bear management: lessons for collaborative governance and natural resource policy

Lauren Richie (), J. Oppenheimer () and Susan Clark ()

Policy Sciences, 2012, vol. 45, issue 3, 265-291

Abstract: In this study, we analyze a case of governance in natural resource management. Building on the limited body of literature on termination and using methods of problem orientation and social process mapping, we examine a stakeholder engagement process designed to address conflicts in grizzly bear management in Banff National Park, Alberta. Terminated in 2009 after several years of collaboration, this stakeholder engagement process explicitly used the policy sciences framework to cultivate dialogue, improve participants’ decision-making skills, and make consensus-based recommendations for grizzly bear management. Our analysis demonstrates the utility of undertaking social process mapping and problem orientation in order to understand a natural resource policy problem. We include recommendations to foster a social process that allows for clarification and advancement of the common interest in stakeholder groups, insights into how social process can contribute to policy termination, and reflections on the practical, collaborative use of the policy sciences to solve problems of governance. This analysis complements other articles on this case that examine stakeholder perspectives, initial outcomes, and decision process, collectively providing a thorough policy analysis. Copyright Springer Science+Business Media, LLC. 2012

Keywords: Governance; Termination; Social process; Interdisciplinary problem solving; Policy sciences; Grizzly bear; Prototype (search for similar items in EconPapers)
Date: 2012
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Citations: View citations in EconPapers (3)

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DOI: 10.1007/s11077-012-9160-z

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