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

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  • Lauren Richie
  • J. Oppenheimer
  • Susan Clark

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

Suggested Citation

  • Lauren Richie & J. Oppenheimer & Susan Clark, 2012. "Social process in grizzly bear management: lessons for collaborative governance and natural resource policy," Policy Sciences, Springer;Society of Policy Sciences, vol. 45(3), pages 265-291, September.
    • Handle: RePEc:kap:policy:v:45:y:2012:i:3:p:265-291
    DOI: 10.1007/s11077-012-9160-z
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    References listed on IDEAS

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    1. Ronald D. Brunner, 2004. "Context-sensitive monitoring and evaluation for the World Bank," Policy Sciences, Springer;Society of Policy Sciences, vol. 37(2), pages 103-136, June.
    2. Douglas Clark & D. Slocombe, 2011. "Grizzly Bear conservation in the Foothills Model Forest: appraisal of a collaborative ecosystem management effort," Policy Sciences, Springer;Society of Policy Sciences, vol. 44(1), pages 1-11, March.
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    5. Murray Rutherford & Michael Gibeau & Susan Clark & Emily Chamberlain, 2009. "Interdisciplinary problem solving workshops for grizzly bear conservation in Banff National Park, Canada," Policy Sciences, Springer;Society of Policy Sciences, vol. 42(2), pages 163-187, May.
    6. David Mattson & Nina Chambers, 2009. "Human-provided waters for desert wildlife: what is the problem?," Policy Sciences, Springer;Society of Policy Sciences, vol. 42(2), pages 113-135, May.
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    10. Mark McBeth & Elizabeth Shanahan & Paul Hathaway & Linda Tigert & Lynette Sampson, 2010. "Buffalo tales: interest group policy stories in Greater Yellowstone," Policy Sciences, Springer;Society of Policy Sciences, vol. 43(4), pages 391-409, December.
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    Cited by:

    1. James Korku Agbodzakey, 2017. "Ryan White CARE Act and Collaborative Governance Re-Examined: the South Florida Experience," Public Organization Review, Springer, vol. 17(2), pages 293-314, June.
    2. Roth, Alyssa P. & de Loë, Rob C., 2017. "Incorporating Outcomes from Collaborative Processes into Government Decision Making: A Case Study from Low Water Response Planning in Ontario, Canada," Ecological Economics, Elsevier, vol. 132(C), pages 169-178.
    3. J. Michael Angstadt, 2020. "Applying Stone in a Western Landscape: Ranchers, Conservationists, and Causal Stories in the “American Serengeti”," Review of Policy Research, Policy Studies Organization, vol. 37(2), pages 244-259, March.

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