From Forest Regulation to Participatory Facilitation: Forest Employee Perspectives on Organizational Change and Transformation in India

Despite the critical role of government agencies in decentralizing natural resource governance, little work to date has focused on the organizational aspects of the responsible government bureaucracies. Based on a qualitative investigation of the perspectives of Forest Department employees involved in India's Joint Forest Management (JFM) program, this paper aims to provide an understanding of these internal dynamics. Elaborating on why bureaucracies with a learning orientation are essential if participatory natural resource management is to succeed, the paper underlines the constraints to transforming forest agencies' hierarchical work cultures. Foresters describe JFM as a radical departure from traditional forest governance, but suggest that corresponding transformation within the Forest Department has not occurred. Foresters cite as reasons: (1) a target-based incentive system that leaves little room for establishing the relationships with local people needed for collaborative management; (2) rigid rules and regulations that prevent the flexibility needed for adaptive, site-specific problem-solving; (3) a hierarchical, top-down style of communication that prevents the upper administration from learning what is happening on the ground and stifles initiative by field staff; (4) the need for a committed leadership to reverse this hierarchical culture. They point to the few such team-oriented leaders as the key to transforming the Forest Department and enabling participatory forest management to succeed. The authors also recommend accompanying changes in training and reward systems.