ENV201H5 Chapter 6: Ch 6
Ch 6
Participatory approaches are still emerging and evolving as responses to complex
resource and environmental problems that are rife with uncertainty and conflict.
We also know that the purposes of participation are complicated and often involve a
search for improved environmental quality, empowerment and equity, enhanced
community capacity, improvements in social and economic conditions, and mutual
learning and social innovation. Further, there are numerous possible strategies for
participation, and these are influenced by the purposes of participation and process
design considerations, such as who should participate, what type of power sharing
should be accomplished, and what methods should be used. In addition, evaluating a
participation strategy requires attention to what it accomplished, its social, political,
and administrative context, and various process criteria. The criteria include clarity
of mandate, timing, representativeness and inclusiveness, authenticity,
accountability, and transparency.
Ultimately, how a participation strategy is designed will determine how well it
addresses conflict and uncertainty, how fair and effective it is in achieving its goals
and the extent to which it satisfies process evaluation criteria. Design is important
whether the strategy follows a stakeholder advisory committee approach, co-
management or adaptive co-management, or a social entrepreneurship model. In
the end, the devil will be in the design details.as noted, clear tensions, or trade-offs
arise when crafting a participation strategy. Some methods are better than others
for achieving certain goals and design features, and informed judgment is essential
to choosing an appropriate suite of methods.
We began the chapter with Arnstein’s 1969 classic ladder of citizen participation, a
model valuable in many respects. One such dimension is how it casts light on power
sharing in participatory processes. It is remarkable that her article written so many
years ago stimulates our thinking today. The ongoing relevance of her ideas is a
testament to the fundamental insights she provides, and highlights how power
issues remain a continuing concern in resource and environmental management.
Throughout this chapter, we have sought to underscore such issues, especially the
widespread need for socio-political empowerment, the search for institutions that
enable shared decision-making, and the risks to learning and innovation of not
offsetting power differentials in deliberative processes. In our view, these issues
remain formidable, but not insurmountable. However, developing responses to
these and other hurdles will require ongoing research, along with the political will
and administrative capacity to implement solutions.
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Document Summary
Participatory approaches are still emerging and evolving as responses to complex resource and environmental problems that are rife with uncertainty and conflict. We also know that the purposes of participation are complicated and often involve a search for improved environmental quality, empowerment and equity, enhanced community capacity, improvements in social and economic conditions, and mutual learning and social innovation. In addition, evaluating a participation strategy requires attention to what it accomplished, its social, political, and administrative context, and various process criteria. The criteria include clarity of mandate, timing, representativeness and inclusiveness, authenticity, accountability, and transparency. Ultimately, how a participation strategy is designed will determine how well it addresses conflict and uncertainty, how fair and effective it is in achieving its goals and the extent to which it satisfies process evaluation criteria. Design is important whether the strategy follows a stakeholder advisory committee approach, co- management or adaptive co-management, or a social entrepreneurship model.
