Adaptive Management: a Tool for Conservation Practitioners Nick Salafsky Richard Margoluis Kent Redford

Home , Adaptive management, Management by objectives

Adaptive Management: A Tool for Conservation Practitioners Nick Salafsky Richard Margoluis Kent Redford

Table of Contents What is This Guide About? Introduction Sources for This Guide Steps in the Process of Adaptive Management Principles for the Practice of Adaptive Management Where Do We Go from Here? References Acknowledgments, Publication Credits

For More Information This publication was produced by the Biodiversity Support Program (BSP), a consortium of World Wildlife Fund, The Nature Conservancy, and World Resources Institute. Although BSP ended in 2001, many of the activities it undertook – including adaptive management, monitoring and evaluation, and applied research and learning – are being carried on by the non-governmental organization Foundations of Success (FOS). For more information on this publication or FOS, please contact us at:

Foundations of Success 4109 Maryland Avenue Bethesda, MD 20816 USA Phone: +1 703 764-8572 Fax: +1 703 764-0179 E-mail: [email protected] Website: www.FOSonline.org

90375mWWF_AdaptMan.qxd 11/9/01 11:30 AM Page ii ABOUT? ABOUT? WHAT’S THIS GUIDE WHAT’S WHAT IS THIS GUIDE IS WHAT Adaptive Contents: INTRODUCTION TO INTRODUCTION TO What Is This Guide About? 4 ADAPTIVE MANAGEMENT ADAPTIVE ADAPTIVE MANAGEMENT ADAPTIVE Management: An Introduction to Adaptive Management 10 Sources for This Guide 18 Steps in the Process of Adaptive Management 32 Principles for the Practice of Adaptive Management 64 A Tool for Conservation Practitioners Where Do We Go From Here? 88

For the Summary of the Framework for Adaptive Management Presented in This Guide, please see page 13 THIS GUIDE THIS GUIDE SOURCES FOR SOURCES FOR

Perhaps you are a member of a project team that is

responsible for managing a biosphere reserve or national park. Maybe you

work for a non-governmental conservation organization that is doing STEPS IN STEPS IN

community-based conservation in an area rich in natural resources. Perhaps ADAPTIVE MANAGEMENT ADAPTIVE ADAPTIVE MANAGEMENT ADAPTIVE you are a research scientist or graduate student trying to figure out the best way

to conserve an ecosystem in a particular area. Or maybe you work for a

government agency responsible for managing natural resources in a certain state PRINCIPLES PRINCIPLES OF FOR PRACTICE or country. ADAPTIVE MANAGEMENT ADAPTIVE These roles are typical of conservation practitioners — people who work on

projects that are designed to achieve goals related to biodiversity conservation

and the sustainable management of natural resources. If you are like most FROM HERE? FROM HERE? WHERE DO WE GO WHERE DO WHERE DO WE GO WHERE DO 90375mWWF_AdaptMan.qxd 11/9/0111:30AMPage2 WHERE DO WE GO PRINCIPLES OF STEPS IN SOURCES FOR INTRODUCTION TO WHAT IS THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? • • following questionsasyouhavemanagedyourproject: results. conservation inwaysthatmaximizeyour understandingandmanaginginformation requires importantly,of theplacesinwhichyouwork.Butperhapsmore yourjob communicating withstakeholders,andunderstandingthebiologyculture funders,andbosses, dealingwithboards, including managingstaff, awiderangeofskills practitioners,yourworkrequires other conservation 2 What goals should we be trying toaccomplish? Whatgoalsshouldwebetrying | How can we best understand the conditions at the site where weare Howcanwebestunderstandtheconditionsatsitewhere ADAPTIVE MANAGEMENT: working? Like many other conservation practitioners, you have probably askedthe practitioners,youhaveprobably Like manyotherconservation A Tool forConservation Practitioners • • • • • the process ofadaptivemanagement. the process How can we share ourfindingswithotherpractitioners? Howcanweshare sothatwedon whatwehave learned Howcanwecapture inthefuture? effectively Whatcanwedotoworkmore oursuccessandtheextenttowhichactions Howdowemeasure achieveourgoals? Whatactionsshouldwetaketoefficiently mistakes again? contributed tochange? If youhaveeveraskedyourselfquestionslikethese,thenbegun ADAPTIVE MANAGEMENT: A Tool forConservation Practitioners ’ t makethesame | 3

WHERE DO WE GO PRINCIPLES OF STEPS IN SOURCES FOR INTRODUCTION TO WHAT’S THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? 90375mWWF_AdaptMan.qxd 11/9/0111:31AMPage6 WHERE DO WE GO PRINCIPLES OF STEPS IN SOURCES FOR INTRODUCTION TO WHAT’S THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? these aims,webeganwithsevenobjectives: practitioners.To byconservation achieve effectively more andused waysinwhichitcanbeharnessed determine clarity totheconceptofadaptivemanagementand tohelpbringsomeconceptual outofadesire grown inwritingthisguidehas Ourinterest operational terms. management hasnotbeenclearlydefinedorexplainedin andconfusionoccurlargely becauseadaptive relevance change yourmind. told us, that meansmanythingstopeople hasbecomeaconfusingbuzzword times,theterm recent practitioners.In forconservation had littlerelevance sincethe1970s,butuntilrecently,in academiccircles has Figure 1, this guide synthesizes ideas from a literature review ofother fieldsthathaveusedsimilartheoretical review aliterature 1,thisguidesynthesizesideas from Figure Asshownin andportfolios. onourownexperiences inapplyingadaptivemanagementtoprojects also drew practicingsomeaspectsofadaptive management.We thatwere projects objectives, wehadtolocateconservation manyofthepracticalandapplied issuesinour toaddress other fields.Furthermore, and publicationsfrom Toprojects. analysis, heavilyonresearch, manyoftheconceptual issuesinourobjectives,wehadtorely address disciplines,buthasnotyetbeenwidelyusedinconservation inmanydifferent Adaptive managementisrooted What DidWe Do? Suggestfuture directions tofurtherrefine ourunderstanding ofadaptive 7. Determine principlesfor doingeffective adaptive managementinconservation 6. Outlinethestepsinvolved indoingadaptive managementinconservation projects. 5. Learnhow somefield projects are currently 4. Review theconceptualroots ofadaptive 3. Describetheconditionsthat warrant using 2. Clearlydefine what adaptive management 1. The term This Guide Objectives of 6 | ADAPTIVE MANAGEMENT: management anditsapplication toconservation projects. projects. management. doing certainaspectsofadaptive are relevant toconservation projects. management anddemonstrate how they an adaptive managementapproach. is — “ andwhat itisn Adaptive management is merely anexcuseto Adaptive managementismerely “ adaptive management ” We lackof believethatthisperceived A Tool forConservation Practitioners ’ t. ” hasbeenusedprimarily — asoneperson The Position of This GuideRelative toExisting Works FIGURE 1. “The ScientificMethod” Measures ofSuccess Scientific Research Project LevelAM) (Pirsig &Kuhn) that wecouldusetranscripts for ouranalysis. so taperecorded usingourtopic guide.Mostconversationswere keyinformants 1999 and2000interviewed Service and theBritishColumbiaForest inPapuaNewGuinea, inZambia,theCraterMountainProject following section,includetheADMADEProject review.adaptive managementthatweidentifiedduringtheliterature describedthe whichare Theseprojects, thatwebelieved clearlydemonstratedsomeofthecharacteristics projects weselectedthree search, careful theworld.Aftera around from projects inconservation keyinformants topic guidethatwecouldusetointerview Conducting sitevisitsandkey informant interviews. Reviewing theliterature. parts: forthisguidewasdividedintothree twootherpublicationsthatwehavewritten.Ourresearch from thathaveappliedatleastsomeoftheseconcepts,andprocesses projects conservation concepts, experiencesfrom involved in doing effective adaptive management of conservation projects. adaptivemanagementofconservation involved indoingeffective andthestepsprinciples anadaptivemanagementapproach, adaptive management,theconditionsthatwarrant review, thisliterature following section.From wedevelopedadraftframeworkthatincludesdefinitionof describedinthe are thatwebelievedbestsummarizedthefield.Thesesources selected oneortwosources ineachfield,we broadly practice,andecosystemmanagement.Afterreading business management,professional management, orhavedevelopedparallelconcepts.Thesefieldsincludescienceandphilosophy, socialscience, (How todo “Social Learning” (Argyris &Schön) Social Sciences “Learning Organization” Business Management (Senge) of AdaptiveManagement) (Concepts &Principles We offieldsthathaveeitherusedadaptive spectrum canvassedabroad ’ This Guide s AdaptiveManagementInitiativeinCanada.We visitedthesesitesin ADAPTIVE MANAGEMENT: “Reflection-in-Action” Professional Practice “Adaptive Management” Ecosystem Management (Schön) (Holling etal.&Lee) Using thisdraftframework,wedevelopeda (Zambia, PNG,Canada) Greater ThantheSum Conservation Projects Portfolio LevelAM) (How todo A Tool forConservation Practitioners | 7

— approach tomanagingconservation approach conditions principles “ Isn ’ t adaptivemanagement that warrant anadaptive that warrant for thepracticeofadaptive ’ t work,usingyour — or Principle 8:Practice theArtofAdaptive Management Principle 7:ContributetoGlobalLearning Principle 6:CreateLearningOrganizationsandPartnerships Principle 5:Encourage Personal Growth Principle 4:ExpectSurpriseandCapitalize onCrisis Principle 3:Value Failures Principle 2:Promote InstitutionalCuriosityandInnovation Principle 1:DoAdaptive ManagementYourself Principles for thePractice of Adaptive Management ITERATE: UseResultstoAdapt andLearn AnalyzeDataandCommunicateResults STEP E: Implement YourSTEP D: ManagementandMonitoringPlans Develop aMonitoringPlantoTestSTEP C: Your Assumptions DevelopaManagementPlanThatMaximizesResultsandLearning STEP B: Design an ExplicitModelofYourSTEP A: System Establish aClearandCommonPurpose START: Steps intheProcess of Adaptive Management Condition 6:We CanLearnandImprove Condition 5:ThereIsNoSuchThingasCompleteInformation Condition 4:ImmediateActionIsRequired Condition 3:Our“Competitors” AreChangingandAdapting Condition 2:TheWorld IsaConstantlyandUnpredictably ChangingPlace Condition 1:Conservation Projects Take PlaceInComplexSystems Conditions That WarrantManagement Approachan Adaptive design, management,andmonitoringtosystematicallytestassumptionsinorderadapt andlearn. Adaptive managementincorporates research intoconservation action.Specifically, itistheintegration of Definition of Adaptive Management Summary oftheFramework for Adaptive ManagementPresented in This Guide ADAPTIVE MANAGEMENT: A Tool forConservation Practitioners | 13

WHERE DO WE GO PRINCIPLES OF STEPS IN SOURCES FOR INTRODUCTION TO WHAT IS THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? 90375mWWF_AdaptMan.qxd 11/9/0111:32AMPage14 WHERE DO WE GO PRINCIPLES OF STEPS IN SOURCES FOR INTRODUCTION TO WHAT IS THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? natural change,likePleistocene of or monsoonrains.Othersorts tides, andtheseasonalityofsnows setting ofthesun,cycles natural worldliketherisingand changeinthe adapt topredictable generally fairlyeasyforhumansto also constantlychanging.Itis takeplaceis projects conservation This complexworldinwhich Place Changing Unpredictably Constantly and The World Is a Condition 2: that humanshaveeverdealtwith. takeplaceinperhapssomeofthemostcomplexsystems projects It isnotanexaggerationtosaythatconservation projects. andvolcanoesthatcancompletelydestroy random factorslikediseases,economiccrashes,orearthquakes teammemberstoworktogether. organizations andtheabilityofproject leadership inproject are Andthere of institutionalfactorslikethestrength are exchangerates,andmarkets.There needs, employmentopportunities, economicfactorslikecash are There localproblems. toaddress and thewillingnessofnationalgovernments politicalfactorslikethetypeofgovernment are There andreligion. demographicandfamilystructures, culture, socialfactorslike ratesandpredator-prey are ecologicalfactorslikeregeneration interactions.There are There geophysicalfactorslikeclimate,weather, andsoils. are There windsandcurrents, biodiversity anditsconservation. offactorsthatinfluence thestatusof dozensifnothundreds are Atanygivensite,there manage fieldprojects. astheyimplementand practitionersneedtodealwithawiderangeoffactorsandcircumstances Conservation Complex Systems Condition 1:Conservation Projects Take Placein management. project toconservation management approach managersastheyattempttoachievetheirgoalsandobjectives project by many conditionsencountered well asthoseofothers.Inthissectionwedescribesomethemostprevalent as theirsuccessesandfailures systematicallyfrom aframeworktolearn they faceonadailybasis,andtoprovide managersmakesenseofseeminglyconfusingandchaoticsituationsthat project developed tohelpconservation practitionersface.Ithasbeen Adaptive managementisdrivenbytheseriouschallengesthatallconservation Management Approach Conditions ThatWarrant anAdaptive 14 | ADAPTIVE MANAGEMENT: A Tool forConservation Practitioners — conditionsthatnecessitateanadaptive result, project teamshavetobe project result, thantheircompetitors.Asa organizations (NGOs)thathavefarfewerfinancial andhumancapitalresources agenciesornon-governmental mostoftenmanagedbygovernmental are projects exceptions,conservation rare toaccomplishyourgoals. itintoanopportunity turn Surprisedoesnotalwayshave tobeanenemy;itcanalsoallyifyouknowhow projects. of conservation letalonenon-linearchange,makesadaptabilityanessentialelement operate. Theexistenceofchangeanysort, teamsmust radicallyalterthelandscapeinwhichproject economic crashesorpoliticalcoupscanalmostovernight where commonintheworldofhumanaffairs inthenaturalworldandevenmore pervasive of changeare orunderstand.Yet forhumanstocontrol difficult thesetypes thetypes ofchangethatprove systems allrepresent efforts. To stopistosurrender.efforts. cannotflagintheir groups managers,andcommunity conservation resource helpingparkdirectors, projects conservation consumption. Therefore, insizeandresource logging, andhumanpopulationswillnotstopgrowing inexorable consumptionoftheearth This isbecausehumanswillneverstopourseemingly biodiversityandmanagingresources. never stopconserving wemust changingworldanddespiteincompleteinformation, Despite theconstantlyandusuallyunpredictably Condition 4:Immediate Action IsRequired chanceofthrivingandgettingstayingahead thecompetition. havethegreatest efficiently However, process. moststrategicandcanadaptthebest thoseorganizationstrial-and-error thatare a by sticking toonestrategyorbychangingthrough have. Organizations, likehumanbeings,canoften survive community It theuseofexpensiveadvertising. public opinionbychangingimagethrough oroilcompanies,manipulate zoninglaws.Bigbusiness,like sugarproducers finding waysofgettingaround forever landdevelopersare changeandadoptnewtactics.Poachersusetraps.Commercial Logging firms projects. The needtostayonestepaheadofthecompetitionisclearlyevidentinworldconservation and Adapting Condition 3:Our Volcanoes, ElNi notallchangeislinearandpredictable. have beenillequippedtoadaptachangingworld.Furthermore, whichhistorically projects, market expectations,politicalsystems,andhumanhopesallcanimpactconservation notonlythenaturalworld,buthumanoneaswell.Changesinlifeexpectancies, Change, ofcourse,affects ourevolution,theydonotexistinconscious minds. thesechangesmayhaveaffected humans. Whereas occurovertimescaleslongerthantheattentionspanof glaciation anddeglaciation,thoughlesspredictable, — including conservation practitionersandmanagers includingconservation ñ o, plant epidemics like the Irish potato famine fungus, and alternate stablestatesinecological o, plantepidemicsliketheIrishpotatofaminefungus,andalternate “ smarter “ Competitors ’ s biosphere and geosphere. Fisherswillnotstopfishing,loggers notstop andgeosphere. s biosphere ” in order to succeed and get the most out of the resources thatthey tosucceedandgetthemostoutofresources inorder ADAPTIVE MANAGEMENT: ” Are Changing Changing Are — mustadapttocompete.Unfortunately, with A Tool forConservation Practitioners ’ s abattle.Theconservation | 15

“ — Social Learning — The Research and Conservation Foundation andConservation TheResearch —

“ — —

Reflection-in-Action “

“ The Learning Organization The Learning

“ The ScientificMethod Adaptive Management ADAPTIVE MANAGEMENT: ” ” ’ s AdaptiveManagement A Tool forConservation Practitioners ” ” ” ’ s | 19

involves starting with observations of the natural world and then arriving atgeneralconclusionsbasedon ofthenaturalworldandthenarriving withobservations involves starting 6 get it. ” 7 ” science represented by the works of Silvio Funtowicz and Jerome Ravetz. bytheworks ofSilvioFuntowiczandJerome sciencerepresented

5 ’ s most basic sensory level,theuniverseis s mostbasicsensory This formal process isneededbecauseinscientificwork process This formal A Tool forConservation Practitioners “ a hugebulldozer Zen and the Art ofMotorcycle Maintenance Zen andtheArt — slow, tedious,lumbering,laborious,butinvincible...ittakes The Structure ofScientificRevolutions “ unintelligible, justakaleidoscopicjumbleof ”

“ 4 scientific method, “ otherwise the problems getso theproblems otherwise Pirsig is interested inhow Pirsig isinterested . We alsobriefly Deductive inference ’ t knowandhaveto 3 ” Inductive weusesome and the theory ofgettingthingsdone. theory and instead, decision-making becomes a mutual learning process among different stakeholders. amongdifferent process and instead,decision-makingbecomesamutuallearning A Theory ofActionPerspective. A Theory economist EdgarJ.Dunn,andevenMaoTse-tung whoseessay Dewey JohnDewey betracedfrom caninpart Sociallearning known associallearning. makedecisions.Thisworkbegantobecome withthequestionofhowgroups concerned practitionerswere where wasinthesocialsciences knowledgeintoaction.Oneoftheearliesttheseefforts facing,seekingtoturn were thatthey fieldsbegantotakethescientificmethodandapplyitproblems Practitioners inanumberofdifferent Social Learning stakeholders. Instead,theyadvocateusingscienceinawaywhichitis ofuncertainty,used successfullyinthefaceofhighstakes,adegree andconflictingvaluesheldbydifferent issues,thetraditionalscientificmethodcannotbe likeenvironmental when dealingwithlarge complexproblems down.FuntowiczandRavetzextendthisconcept,arguing that break modesofscientificinquiry and thenormal advancestakeplaceduringcrisisperiodswhenexistingtheory but occursinaseriesofwaveswhichthegreatest models inanygivenfieldasa Kuhn looksatthelarger scaleofhowscienceoperatesingeneral.He definesthecollectionofknowledgeand yourfindingsandwillnothaveto from experiment sothatotherpeoplecanlearn ofyour and8)Publishtheresults thanyouhaveproved, oftheexperimentwithoutconcludingmore results the 7)Analyzeanddrawconclusionsfrom inferences, andnotmakeanyunwarranted what youhaveobserved field of and thenbacktopractice: each cycle,thecontentofpracticeandknowledgerisestoahigherlevel. “ Practice, knowledge, again practice, and again knowledge. This form repeats itselfinendlesscycles,andwith repeats Practice, knowledge,againpractice,andknowledge.Thisform ’ s influence was seen in the work of a wide range of people ranging from the planner Lewis Mumford, the theplannerLewisMumford, s influencewasseenintheworkofawiderangepeoplerangingfrom “ present experiencetheguidanceitrequires. worked outinpractice,andtoberejected, corrected, andexpandedastheyfailorsucceedingivingour The planswhichare guidesofreconstructive action,are formed...as notdogmas.Theyare hypothesestobe social learning ” asdescribedbyChrisArgyris andDonaldSch paradigm 10 For Dewey, theinterplaybetween practiceandplanning comesfrom learning . Kuhnargues thatthedevelopmentofparadigmsisnotagradualprocess, 11 ADAPTIVE MANAGEMENT: “ On Practice ö ” n intheirbook “

12 no longerimaginedasdeliveringtruth To thiswork,welookatthe represent ” A Tool forConservation Practitioners echoesthesamethoughts: ’ s philosophyofpragmatism “ reinvent thewheel. reinvent Organizational Learning: 9 ”

8 — | 21 a ”

A Tool forConservation Practitioners 20 ’ s not that hard to imagine merchants inancientBabylonorChinatalkingtoone toimaginemerchants s notthathard For Senge, 17 total qualitymanagement, ö n putit: “ ö “ learning organization learning n calla Today, being becauseweare thissystems thinkingisimportant ö n state: “ theory-of-action 15 ’ 18 s stated theory may often differ from itsactual from mayoftendiffer s statedtheory and structured flexibility.and structured ” that is presented inPeter Senge thatispresented ” thatguideswhatactivitiesthe “ Systems thinkingisadiscipline for ö 19 n madeitclearthat To this represent ’ s book The 16 14 “ ifthey improvements, Atthesametime,however,results. significant,enduring small,well-focusedactionscansometimesproduce ofthesystemcanhaveunintended byfocusingononlypart tosolveproblems many well-intentionedefforts ways.Asaresult, factorsinteractingwitheachotherindifferent instead linkedinwebsorloopswithdifferent but notlinearlyrelated, thatcandictateoutcomesandbehaviors.Inmostsystems,thesefactorsare structure disciplines includedeveloping lifelong learning. lifelong learning. the ideasoutlinedbyDonaldSch facing.To thattheyare problems thismovement,weuse deal withthedifficult represent best helpprofessionals movementdevelopedtolookathow Agrowing inaboutthevalidityofapproach. doubts begantocreep however, begantoapplytechnicalrationalitywithlittleornosuccesssocialandpoliticalproblems, asresearchers applicationofthescientificmethod. Inthe1960s, therigorous couldbedealtwiththrough that allproblems sense totracksubmarinesandbuildnuclearweapons.Thesesuccessesledagrowing used scientificapproaches 19th and20thcenturies,peakinginWorld War which IIwiththedevelopmentoffieldoperationsresearch, the August Comteintheearly1800s.Theexpansionoftechnicalrationalityintoallfieldscontinuedthroughout traditional academics deal with relatively tidy and clean problems that can be solved through rigorous thatcanbesolvedthrough tidyandcleanproblems traditional academicsdealwith relatively unstable,unique,andladen with valueconflicts.Whereas complex,uncertain, isthattheyare these problems Sch Conditions ThatWarrant Reflection-in-Action scientific underpinningof professionals totheworkdoneby andorganizational developmentworkisrelated ofthesociallearning Another offshoot Reflection-in-Action key disciplineis Senge A BriefDescriptionofLearningOrganizations of thesystem. thiscomplexity isnotinthesheernumbersofvariablessystem Furthermore, thanwecanabsorb...andtoacceleratechangefarfasteranyone information more bycomplexity.overwhelmed Perhapsforthefirsttimeinhistory, far humankindhasthecapacitytocreate be the most likely to survive. be themostlikelytosurvive. the system you seek to create, enhancing you seektocreate, reflection-in-action. ö n starts by looking at the types of problems that professionals workwith.Hefindsthatthehallmarkof thatprofessionals bylookingatthetypesofproblems n starts ’ s approach to developing a learning organization involves mastering five different disciplines.ForSenge,the organization involvesmasteringfivedifferent todevelopingalearning s approach — — butalsointhewayswhichthesevariablesinteractwithoneanother 22 practitionersoffieldslikemedicine,law, havea andplanning.Theseprofessions architecture, systems thinking The complexityofthesesystemsmeansthatthosecorporationscandealwithitbestwill 23 ” ’ re in the right place. Senge refers tothisprincipleas intherightplace.Sengerefers re technical rationality team learning mental models . Oneofthemaintenetssystemsthinkingisthatallhaveaninherent ö n inhisbook , and promoting , andpromoting of thesysteminquestion,building that can be traced back to the work of the French philosopher that canbetracedbacktotheworkofFrench The ReflectivePractitioner ADAPTIVE MANAGEMENT: personal mastery , which describes the process he terms heterms , whichdescribestheprocess A Tool forConservation Practitioners “ leverage. that involvesacommitmentto shared visions — — ” the ’ Senge s abilitytokeeppace. the detail complexity dynamic complexity of the future that of thefuture ’ s other of | ” 23

26 policies asexperiments.AsLeeputsit: inmanagingnaturalecosystemsbytreating inherent dealswiththeuncertainty An adaptivemanagementapproach A BriefDescriptionof Adaptive ManagementofEcosystems quality.3) theunexpectedcanbeexpected,and4)eliminatingchangedoesnotleadtoenvironmental overspaceandtime, non-uniform else,2)ecosystemsare connectedtoeverything isnotstrongly but everything complex, 1)ecosystemsare approach: asopposedtothetraditionalcommandandcontrol management approach takinganadaptive Holling andhisco-workersoutlineanumberofconditionsecosystemsthatwarrant Conditions That WarrantManagement Approachan Adaptive tothebook introduction wasfirsttermed Everglades. Theapproach waterintheFlorida andfresh America,timberintheCanadianforests, CoastofNorth along theNorthwest large ecosystemslikesalmon drawnfrom developedinthecontextofresources Theseideaswere these concerns. C.S. HollingandCarlWalters someof thatmightaddress totheseproblems begantoargue foranewapproach of scientistsledby agroup Inresponse, alternatives. managementandsoughtsomerealistic principles ofresource and managersbecamedissatisfiedwiththetraditionalprocedures In theearly1970s,policymakersandresource warnings hollow.warnings expectationsunfulfilled,and oftenwrong, are experience, and3)surpriseisunexceptionalsothatpredictions farfrom deductivelogictoextrapolatevery islimitedanddoesnotpermit economy interactingwithit,2)theory the stateofecologicalsystemandhuman toobserve sparsebecauseitisdifficult states: 1)dataare AsLee ormanagertounderstandtheecosystemthatfavoranadaptivemanagementapproach. a researcher alsoconditionsaboutthelimitedabilityof are ofecosystems,there addition totheseconditionsaboutthenature book to later shortened Compass andGyroscope:IntegratingSciencePoliticsfortheEnvironment management serves asacompass forustouseinsearching forasustainablefuture. management serves understanding,andchangeactionplans.Linkingsciencehumanpurpose, adaptive imperfect with actuality. improvetheir —theycorrect errors, comparisonintolearning Finally,theytransform to makemeasurements. sothatexpectationscanbecompared Second,theycollectandanalyzeinformation First,they areinformation. explicitaboutwhattheyexpect,sothatcandesignmethodsandapparatus innaturalecosystemsasexperimentalprobes.Itspractitionerstakespecialcare with interventions seriously,treating human are fromthem...Adaptivemanagementtakesuncertainty experiments;learn Adaptive managementisanapproachtonaturalresource policythatembodiesasimpleimperative:polices 30 “ adaptive management. Barriers andBridgestotheRenewalofEcosystemsInstitutions. Barriers ” To thiswork,weusetheideasoutlinedbyKaiLeeinhis represent “ adaptive environmental assessmentandmanagement adaptive environmental ADAPTIVE MANAGEMENT: A Tool forConservation Practitioners and C.S.Hollinginhis 31 ” andwasthen 29 In | 25

32 ADMADE monitors wildlife throughout the project area primarily through villagescouts.These primarilythrough area theproject ADMADE monitorswildlifethroughout “ ADMADE is a continually evolving program thatactivelyappliestheprinciplesof ADMADE isacontinuallyevolvingprogram ADAPTIVE MANAGEMENT: ’ s official community-based naturalresource s official — such as tour and commercial safari suchastourandcommercial A Tool forConservation Practitioners — | 27

33 From suchanalysis,additionalquestionscanbeasked From ). One result oftheir ). Oneresult (available at ’ s adaptive success of key bird species? success ofkeybird onthebreeding levelsoftimberharvesting ofdifferent theeffects fishhabitat? Orwhatare ability toprovide managers have considered include: What are the effects of different types of logging road crossings onastream crossings types ofloggingroad ofdifferent theeffects include:Whatare managers haveconsidered decisionmaking.Examplesofspecificquestionsthattheproject scientific andmanagementprinciplestoimprove managersusesound seekstohelpproject Service toanswerspecificquestions,theBCForest that mayberequired outspecificresearch needed tocarry the agentsofadaptivemanagement.Whileitacknowledges thatscientistsare Service oftheBCForest features One ofthemostimportant managing BC useadaptivemanagementasawayofefficiently Service local issues.Inparticular, managersintheBCForest adaptivemanagementisbeingappliedto where teams,anddevelopmentofasetdemonstrationprojects project forvarious adviceandsupport ofeducationalmaterials, trainingprograms, components, includingtheproduction PracticesBranchisadaptivemanagement.Thisinitiativeincludes several One ofthekeyinitiativesForest Elements of Adaptive Managementin This Initiative for forest managerstoproceedresponsibly inthefaceofsuchuncertainty. forest managersmustmake decisionsandimplementplans.Adaptivemanagementisaway uncertainties, overhowbesttomanageBritishColumbia knowledge gapsleadtouncertainty predict howtheywillrespond tomanagementactionsislimited.Together withchangingsocialvalues,these Forest ecosystems are complexanddynamic.Asaresult, ourunderstandingofecosystemsandabilityto ’ s timber resources. According totheBCWeb According s timberresources. site: ADAPTIVE MANAGEMENT: ’ s work is that it focuses on local resource managersas s workisthatitfocusesonlocalresource A Tool forConservation Practitioners 35 ’ s forests. Despitethese ’ | s 29

WHERE DO WE GO PRINCIPLES OF STEPS IN SOURCES FOR INTRODUCTION TO WHAT IS THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? 90375mWWF_AdaptMan.qxd 11/9/0111:34AMPage34 WHERE DO WE GO PRINCIPLES OF STEPS IN SOURCES FOR INTRODUCTION TO WHAT IS THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? As outlinedin team. project membersofyour among thedifferent collaboration you todevelopeffective Establishing acommonpurposeenables benchmark formeasuringsuccess. clear purposeenablesyoutodevelopa the wayyoumusttake.Establishinga there goingtoget howyouare then determine is,youcan the purposeofyourproject clear aboutwhat Onceyouare get there. youwon you wanttogo,chancesare Ifyoudon your project. toachievewith trying what itisyouare management involvesclearlydefining pointforadaptive The starting Purpose Common Clear and Establish a START: 34 your project ororganization is. your project speaking,whatthemissionof broadly youneedtofirstdetermine, project, establish apurposeorvisionforyour common visionwiththeother groups Furthermore, youmustalsonegotiatea onacommon mission. team mustagree you andthemembersofyourproject To intheregion? standards beeffective, thehealth community? Inimproving ofthe local economic welfare Indevelopingthe conservation? inforest you primarilyinterested | ADAPTIVE MANAGEMENT: — what intermediate stepsalong whatintermediate Measures ofSuccess ’ t knowwhere A Tool forConservation Practitioners 36 , to Are ’ t Source: Adapted from Margoluis &Salafsky 1998. model, managementplan, or monitoringplan. on feedback information,you may want tomodifyyour conceptual the project andlearnhowtodoprojects betterinthefuture. Based audiences. Finally, you usetheresultsof thisanalysistochange communicating theinformationthatyou obtaintotheappropriate analyzing thedatacollectedduringyour monitoringeffortsand implementing your actionsandmonitoringplan.StepEinvolves your progress inimplementing theproject. StepDinvolves them. StepCinvolves developinga and thespecificactionsthatyour teamwillundertake toreach that outlinestheresultsyour teamwouldlike toaccomplish Using a determining themajorthreatstobiodiversity atyour project site. this isclear, StepAinvolves assessing theconditionsand participate inyour project andwhatyour overall missionis.Once The startingpointofthecycle involves determiningwhowill FIGURE 2. involves usingthismodeltodevelopaproject and relationshipsbetweenkey factors atyour project site. StepB Clarify Group Management & Mission START Monitoring Implement conceptual model Plans D Analyze Data& Communicate ’ s Results The Adaptive ManagementCycle E Plan toTest Your Assumptions Monitoring Develop a , your project teamdefinestheconditions C monitoring plan Explicit Model Design an System of Your A Management Plan That Maximizes management plan Develop a Use Resultsto Results & Adapt &Learn Learning ITERATE B for assessing Project Missions CanImplementaJoint FIGURE 3. Source: Adapted from Margoluis &Salafsky 1998. omnt PartnerNGO Community residents ofavillage. residents the sand,makingyourintentionsclear, anddefininginadvancewhatconstitutessuccess.You providing are placingastakein youare outcome.Bybeingclearaboutyourgoalatthe beginningofaproject was thedesired sayingattheendthatwhateverwasachieved canclaimsuccessatanytimebymerely anyone managingaproject aclearlydefinedgoal, Without andnodeviceformeasuringprogress. progress against whichyoucancompare agoal,youhavenostandard ofthisgoal.Without can thenadjustyouractionstooptimizerealization want tobetomorrow. achievingitand yourgoal,youcangaugetheextenttowhichare Asyouworktoward this vision.Ultimately, today, youare knowingbothwhere adaptivemanagementrequires you effective andwhere yoursuccessinreaching withamarkerthatyoucanusetomeasure yourproject Establishing acleargoalprovides toreach. trying meaningbydefiningacleardestinationthatyouare Establishing aclearvisiongivesyourproject Create aBenchmark for MeasuringSuccess the mission,youthenneedtodetermine Once youhaveestablishedyourbroad onacommonvisionfortheproject. missions,aslong asyoucanagree different 3,it that youwillbeworkingwith.AsshowninFigure prevent. Intheexamplesabove,thesechangesmightbe prevent. To doso,youneedtothinkaboutwhatchangesthistarget conditionyouwouldliketoeitherseehappenor target conditionmightbe,forexample, this project, A target conditionisthespecificstateofworldthatyouwanttofocuson.Foraconservation of themarineresources. Groups With DifferentGroups With Donor ” Next, you transform yourtarget conditionintoaclearoperational Next,youtransform ” Finally, haveasimilargoal. partners thatyourproject youneedtomakesure “ the forest in a certain area inacertain the forest ADAPTIVE MANAGEMENT: condition youwouldliketochangeoraffect. chosen. made, theendstobeachieved,meanswhichmay bywhich wedefinethedecisiontobe setting, theprocess want toachieve. towhat we relative are wereally thattellsuswhere reality achieve, and2)Anhonestaccuratevisionofcurrent wantto tousandhelpsknowwhatwereally important thatclarifies whatis 1) Anidealisticvisionofthefuture organization depends onintegratingtwovisions: learning the first step in the scientific process isto the firststepinscientificprocess to beclearaboutwhatyouwantachieve.Pirsigstatesthat emphasizetheneed thatwereviewed sources The theoretical yourownprogress. yourself themeanstomeasure Sch ’ ö s okay if you and the other groups workingtogetherhave s okayifyouandtheothergroups “ n states that problem solving starts with solvingstarts n statesthatproblem to conserve theforest to conserve ”

38 And Sengestatesthatdevelopingasuccessful ” oritmightbe 39 A Tool forConservation Practitioners ” target condition orto “ the marine resources usedby the marineresources “ promote sustainableuse promote goal “ for your project. for yourproject. state what for yourproject. ” “

problem 37 Similarly, | 35

36 | ADAPTIVE MANAGEMENT: A Tool for Conservation Practitioners ADAPTIVE MANAGEMENT: A Tool for Conservation Practitioners | 37

Many of the project teams that we spoke with also agreed that establishing clear goals is important to provide a The project teams also discussed at great length the problems they faced because of conflicting goals among ABOUT? ABOUT? framework for measuring success. Dale Lewis of the ZAMBIA ADMADE PROJECT described how ADMADE is different stakeholders. Dale Lewis of the ZAMBIA ADMADE PROJECT described how many of the challenges that

WHAT IS THIS GUIDE IS WHAT very good at measuring the effects of its program. “For us, data collection is very much focused on the they encountered occurred because “if you were to ask everyone what ADMADE is about, not everyone has the THIS GUIDE IS WHAT dependent variable such as species diversity and population numbers of key species.” In a similar fashion, same understanding of the goals of ADMADE...at the institutional level, ADMADE is about conservation. At the

Stephan Forster of the ZAMBIA KANTIPO PROJECT described how they use the numbers of key animals as the community level, however, ADMADE is about development to meet the needs of local people.” John Ericho and

measure of their success. In this case, since it can be hard to count animals directly, they can “monitor behavior Robert Bino of the PNG PROJECT agreed, saying that although the project was set up to achieve conservation of animals as a proxy for animal ‘health.’” goals, the local community is more interested in development. As a result, there has been a great deal of confusion that has hindered the project. It even led to a situation where, as John said, “the villagers in Crater got together Promote Informed Collaboration and some hot heads said ‘these guys have been here for five years and they haven’t done anything so let’s kick them out.’” To deal with this problem, they had to develop “Two sets of objectives — one set of objectives for

INTRODUCTION TO Establishing a clear goal also helps ensure that the different members of your project team understand and agree INTRODUCTION TO conservation and one set for development. We need to work together because they have the forest and we want

ADAPTIVE MANAGEMENT ADAPTIVE on a common end. This step is particularly important to projects that have multiple partners and that seek to MANAGEMENT ADAPTIVE address both conservation and development issues. If one group is primarily interested in conservation and the the forest. So we had to sit down with them and help provide the services that they want.” other is primarily interested in development, then unless this difference is clearly understood at the start, it will likely lead to conflict later on. These conflicts will lead to decreased efficiency in project implementation and a higher likelihood that nothing lasting will be achieved. However, groups that have different missions can work STEP A: Design an Explicit Model of together — as long as they are clear about what their specific goal is in working together and how they might THIS GUIDE Your System THIS GUIDE SOURCES FOR complement one another in the context of the project. SOURCES FOR Once you have set your broad goal, the next step in adaptive management involves developing a shared The theoretical sources we reviewed agree that clarity about what you want to achieve is also essential to team understanding of the conditions at the site where you are working. Most conservation projects take place in cohesion. If all team members know what it is they are working towards, then there is a higher likelihood that incredibly complex situations. Project managers have to understand the complicated ecosystems that they are they will all work together. As Senge writes regarding his discipline of Shared Vision, “One is hard pressed to working in. If this were not enough, they also have to understand the cultural, social, economic, and political think of any organization that has sustained some measure of greatness in the absence of goals, values, and systems that influence the behavior of the many stakeholders at the project site. And all of these different missions that become deeply shared throughout the organization.” 40 ecological and human factors interact with one another in dynamic and unpredictable ways. STEPS IN STEPS IN

In our discussions with the project teams, we learned that adaptive management is not a tool for deciding what the Getting an understanding of the system is typically done through the development of a model. Models are broad goal of your project should be. Instead, it can only be effectively used once you and your partners have simplified versions of reality. They are important for a number of reasons. They help you to organize information. ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT ADAPTIVE determined what your goal should be. As Brian Nyberg of the BC FORESTRY INITIATIVE said: They provide you with a framework for comparing alternative courses of action. They provide an intellectual

It is vital that before you begin, everyone understands what is on the table and what is not. Before you can paper trail that lets you see what the chain of logic was behind a given action. And finally, they provide a vehicle start working on an adaptive management design for a project on a given piece of land, you must decide for members of your team to work out a shared view of what is being managed and how the management should what the values are to which the land is going to be dedicated. Anyone who came to the meeting had to be done. decide, for example, that forestry would be pursued on part of the land base. The decision to allocate the land to forestry had already been made and those who wished it could all be a park were not involved. You have to have limited the option space. There are many ways of representing key factors, conditions, and relationships that influence biodiversity PRINCIPLES OF PRINCIPLES OF conservation at a given project site. In our book Measures of Success, we outline one process for constructing a

ADAPTIVE MANAGEMENT ADAPTIVE Brian went on to say, “You need to spend time before workshops making sure that the common purpose is conceptual model of your project site. A conceptual model is a diagram of a set of relationships between certain MANAGEMENT ADAPTIVE agreed upon. Adaptive management is much more effective if you know what you’re trying to achieve.” In a factors that are believed to impact or lead to your target conservation. 41 A good conceptual model presents a similar fashion, Dale Lewis of the ZAMBIA ADMADE PROJECT said, “It is very important for everyone to have a very good understanding of ‘why’ we do things and how we learn. We do this as a team, we discuss everything, to ensure we are all working for a common goal.” FROM HERE? FROM HERE? WHERE DO WE GO WHERE DO WE GO WHERE DO 90375mWWF_AdaptMan.qxd 11/9/0111:34AMPage38 WHERE DO WE GO PRINCIPLES OF STEPS IN SOURCES FOR INTRODUCTION TO WHAT IS THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? range ofstrategiesandpoliciesforachievingthosevisions. “ with usingmodelstodo ‘ are working in.Forexample,akeydisciplineofSenge are modelofthesystemthatyou alltalkabouttheneedtodevelopaformal thatwe reviewed sources The theoretical interventions. appropriate then helpyoudetermine themodelcan site.Onceyouhavecollectedthisinformation, conducted withthestakeholdersatyourproject andmostimportantly, records, government sources, needsassessment athorough includingsecondary information to collectyourteam site A goodmodelenablesyourteamtolayoutwhatyouthinkishappeningattheproject Courses of Action Collect Relevant Information andCompare Alternative lookslike: development project and aninitialconceptualmodelforaconservation target. Inabstractform, yourconservation thataffect threats andindirect site,showingtheassumedlinkagesbetweenvariousdirect ofthesituationatyourproject picture 38 microworlds how wemakesenseoftheworld,buttakeaction. | ADAPTIVE MANAGEMENT: must make sense of an uncertain situation thatinitiallymakesnosense. must makesenseofanuncertain kindofwork.He aproblematicsituationtoproblem, apractitionermustdocertain order toconvert In fromthematerialsofproblematic situationswhichareconstructed puzzling,troubling,anduncertain. In real-world practice,problemsdonotpresent themselvestothepractitionerasgivens.Theymustbe ’ thatbusinessmanagerscanuseas Factor Factor ’ s current knowledgeoftheexistingconditions.Yours current modelshouldbebasedonallavailable ‘ problem setting, problem A Tool forConservation Practitioners ’ sayingthat: Factor Factor “ settings forbothcraftingvisionsandexperimentingwitha broad ’ s involvesusing Factor ”

” 43

42 Sch He even goes as far as to propose computer-basedHe evengoesasfartopropose ö n talksabouthow “ mental models Conservation Target 44 ‘ problem solving problem ” that determine notonly thatdetermine — it provides aplace itprovides ’ begins modeling aspectsoftheecosystemmanagement. timeonthe tospendmuchmore trying it,soweare frame. Nobodycanwraptheirmindaround overalongtime allthecomplicationsassociatedwiththatlarge anarea tosimplyexplore much greater of the individual or group undertaking the action. This basis is the group orindividual theaction.Thisbasisisgroup undertaking of theindividualorgroup strategies,andassumptionsormodels oftheworld thenorms, deliberate actionhasacognitivebasisthatreflects model. bookkeepingonlarge quantitiesofdata. indispensablesimply todoroutine assimilate. Modelsare isnotenoughtodefinethebiologywith anyconfidence,butfartoomuchforasinglehumanmindto there basically a guide for the problem: basically aguidefortheproblem: ofactionis functions sayingthatthistheory go ontousemathematicallanguagedescribehowthistheory develop a management plan for 40,000 hectares of forest, sayingthat, offorest, develop amanagementplanfor40,000hectares understanding of the system to predict what will happen once you undertake anexperiment. whatwillhappen onceyouundertake understanding ofthesystem topredict that canbecheckedovertime. Forexample,Pirsigstatesthatakeystepinthescientific methodistouseyour ofusingamodeltomakepredictions highlighttheimportance thatwereviewed sources All ofthetheoretical cycle. theproject asyoumove through learning You correct. go backtoyourmodelandseeifassumptionswere canthususeyourmodelasafoundationfor implemented,youcanthen lateron.Onceyouractivitiesare thefoundationforlearning willprovide predictions thepositiveandnegativeimpactsofyouractivities.These A goodmodelalsoenablesyourteamtopredict Create aFramework for Learning Likewise, BrianNyberg oftheBCF F BilodeauoftheBC thathadbeencollected.Likewise,Norm outtheinformation methodology tosort tree usingaproblem Theythenstarted dealofinformation. andendedupwithagreat aboutthearea learn availableonKafue to dataandliterature thesecondary theyinvestedinreviewing started, how whenhisproject Z itout.Forexample,StephanForsterofthe models tohelpthemsort siteandusing abouttheirproject The practitionersthatwespokewithdescribedfindingextensiveinformation policiesbytesting simulated different thepotentialimpactof itcanbeusedbyamanagertocompare states thatonceamodelhasbeenconstructed, saying Lee statesthatmodelshelptoorganize information, model provides model provides then takeaction ORESTRY 46 interrelationships thatare impossibleforustofullygraspatadiscrete momentoftime. andprocesssothatitismoreranging information tangible.More specificallytheyallowustoconsiderthe created andusedinarealistic fashion,actuallyactlikean theywouldnotbemodels.However,guide. Allmodelsare tosomedegree wrong,otherwise modelswhen torecognize thatamodel isonlyarepresentationIt isimportant ofreality andassuchisonlyusefula And finally, Argyris and Sch I NITIATIVE “ A an intellectualpapertrail . ”

47 said: “ In situationS,ifyouwanttoachieveconsequenceC,underassumptions “ ö ORESTRY what-if n start their discussion of learning organizations by asserting that organizations byasserting theirdiscussionoflearning n start ” that provides thatprovides ” scenarios to test the structure ofassumptionsbuiltintothe scenariostotestthestructure I NITIATIVE ” ADAPTIVE MANAGEMENT: “ described whyitwascriticaltouseamodel a way of understanding the chain of reasoning that a wayofunderstandingthechain ofreasoning “ the usualexperiencewithecosystemdataisthat “ organizer. AMBIA “ The needforamodelbecomes A Tool forConservation Practitioners ” Theygathercomplexandwide KANTIPO P ’ s theory ofaction theory ROJECT 48 Lee statesthata ”

45 described Lee also . They “ all a...n | 39 ” ,

49 ” “ on the screen, but onthescreen, crucial if learning istobe iflearning crucial ” ” BrianNyberg oftheBC ” “ these said, model. explore your views...and provide different views. different yourviews...andprovide explore practitioners agreed thattheyhadatleastimplicitmodels.Forexample,DaleLewisoftheZ practitioners agreed Butthese hadnotnecessarilydevelopedexplicitmodelsoftheirproject. practitioners thatweinterviewed will produce. Sohowdoyoudecidewhattodo?Insomeoftheworst cases,practitionersseemtojusttry will produce. money, andlimitedtime. You can limited thingsyoucando.Despitethewealthofoptions, youonlyhavelimitedstaff, thousands ofdifferent ifnot generallyhundreds are Inanygivensystem,there process. take wouldundoubtedlybean overwhelming outwhatactions to tofigure withthisstep,trying your project starting goingto take.Ifyouwere actions youare After youhavedevelopedamodelofyoursite,thenextstep inadaptivemanagementinvolvesfiguringoutwhat Learning Plan ThatMaximizes Resultsand STEP B:Developa Management together. BrianNyberg oftheBCF perspectives usefulforbringing different thatmodelswere Many ofthepractitionersthatwespokewithagreed And inasimilarfashion,Argyris andSch usingmodelsto In asimilarfashion,Sengeproposes P boxes and arrows, or literally pictures. It is crucial to have a model that everyone understands. tohaveamodelthateveryone Itiscrucial orliterallypictures. boxes andarrows, but that, thejointly-developed model. important more the thegroup, heterogeneous haveacommonmodelofhowtheythinkthingswork.Themore meetings already ROJECT “ Boy it would be great tohavesomethinglikethat. Boy itwouldbegreat ” Furthermore, in talking about the problem of getting new project staff tounderstandthevision,Lewis staff ofgettingnewproject intalkingabouttheproblem Furthermore, actual patterns ofactivity,andtheyareactual patterns guidestofuture action. space...theydescribe statementsofprocedure, eventheschematicdrawingsof office compensation charts, Theyinclude,forexample,diagramsofworkflow, andusetoguidetheirowninquiry. construct function oforganizational maps.Theseare theshared descriptionsoforganization whichindividualsjointly must bepublicrepresentations towhichindividualscanrefer. oforganizational theory-in-use Thisisthe Theyrequire references.and adjusttheirseveralimagesoforganizational external theory-in-use. There When thetaskislarge andcomplex,mostmembersare unabletouseface-to-facecontactinorder tocompare “ selectively. forsupposedly Thisisnolesstrue faces.Aspsychologistssay,weobserve but wepickoutdifferent data, webothtakeinthesame basicsensory details.WhenyouandIwalkintoacrowdedparty, different becausethey thesameeventanddescribeitdifferently, mentalmodelscanobserve with different whatwesee.Two becausetheyaffect people whatwedo?Inpart, inaffecting mental modelssopowerful notonlyhowwemakesenseoftheworld,buttakeaction...WhyareOur mentalmodelsdetermine theories determine whatwemeasure.theories determine said, “ objective What is important isthatpeoplehaveacommonunderstandingoftheirassumptions,beitmodelor What isimportant “ there is a shared model that is implicit in every keyperson modelthatisimplicitinevery isashared there ” observers such as scientists than for people in general. As Albert Einsteinoncewrote: suchasscientiststhanforpeopleingeneral.AsAlbert observers ’ t do everything. Furthermore, you will probably be unsure whatagivenaction beunsure youwillprobably Furthermore, t doeverything. ORESTRY ö n state: ” ” I

NITIATIVE He went on to say that the nature ofthemodelisnotimportant, Hewentontosaythatthenature 51 ” Hegoesontosay: ADAPTIVE MANAGEMENT: “ make your reasoning explicitandencourageothersto make yourreasoning ” said that, “ Many ofthepeoplewhocometoour 52 ’ s mind A Tool forConservation Practitioners — a kind of internal conceptual akindofinternal AMBIA ” Other ADMADE ’ “ ve lookedat Our | 41

WHERE DO WE GO PRINCIPLES OF STEPS IN SOURCES FOR INTRODUCTION TO WHAT IS THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? 90375mWWF_AdaptMan.qxd 11/9/0111:34AMPage42 WHERE DO WE GO PRINCIPLES OF STEPS IN SOURCES FOR INTRODUCTION TO WHAT IS THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? The key here istodevelopa The keyhere outwhatstepstotake. inamuchbetterpositiontofigure it,thenyouare toitandotherfactorsthataffect threats However, ifyou usuallymixedatbest. are these interventions protection simplified form, afinalconceptualmodelthatincludesactivitiesandobjectiveslookslike: simplified form, tomeetitsobjectivesandultimatelychangethetarget condition.In all oftheactivitieswillenableproject completing iscorrect, targeted ataspecificfactorinthemodelthatislinked tothetarget condition.Ifthetheory specific factors. to inrelation accomplishmentsoroutcomesofaproject specificstatementsdetailingthedesired objectives are can affect, thenextstepistodevelopaspecific can affect, Afterselectingafactorthatyouthink youmightbeabletochangethusthe threat. those threats whichfactorslinkedto youthenuseyourmodeltodetermine youthinkmightwanttoaddress, which threats Onceyouhaveselected mosteasilyaddressed. andwhichare causingthebiggestproblems deciding whichare thatyouhaveidentifiedinyourmodeland byrankingthevariousthreats Developing amanagementplanstarts not. Andfinally, decisionsastohowbalancetherisksofactionandinaction. informed youcanmakemore youhave.Youresources whichactionsworkanddo canalsosetupexperimentsthatwillhelpyoulearn best toachievethem.Bydoingso,youcanmaximizeyourpotentialleveragechangeonthesystemwith thatyouwanttoachieveandthenbaseyourselectionofactivitiesonhow take, firstthinkaboutthespecificresults tochangethem.Insteadoffocusingontheactionsthatyouwillultimately specific actionsthatyouwillundertake project staff to reach eachoftheproject toreach staff project by specificactionsundertaken develop theactivitiesthatwillenableyoutoaccomplishthisobjective.Activitiesare to havesettledonasmallsubsetofactions orlessblindly, actionsmore different somepractitionersseem hopingthattheywillwork.Attheotherextreme, 42 | ADAPTIVE MANAGEMENT: — that they believe will necessarily lead to conservation in allsituations.Notsurprisingly, thattheybelievewillnecessarilyleadtoconservation of theresults 53 ’ Activity Activity ve developed a conceptual model of your project sitethatshowsyourtarget conditionandthe ve developedaconceptualmodelofyourproject Once youhavedevelopedthespecificobjectivesthatwanttoaccomplish,nextstepis rjc aaeetplan project management Objective A Tool forConservation Practitioners ’ s objectives. — like environmental education, sustainable agriculture, orstrict education,sustainableagriculture, likeenvironmental objective Objective Activity Factor Factor 54 that outlines the factors that you want to affect andthe that outlinesthefactorsyouwanttoaffect The keytothemanagementplanisthateachobjective for thatfactor. Asoutlinedin Factor Factor Factor Measures ofSuccess Conservation Target , out what you are going to do, saying that all groups need three maps: needthree goingtodo,sayingthatallgroups out whatyouare An important advantage is that an intervention activitythatimpacts avarietyoffactorsinsteadonecanbe advantageisthatanintervention An important instantaneously andholistically. andinfluencing theproject managers andplannerstoconsider allfactorsaffecting is not strongly connected to everything else. Instead, ecosystems are non-uniform overspaceandtime. non-uniform else.Instead,ecosystemsare connected toeverything is notstrongly limiting factor. “ ifthey enduring improvements, significant, impact onthesystem.Sengeemphasizesthatsmall,well-focusedactionscansometimesproduce toselecttheseactionsinasystematicfashionmaximizeyour alsodiscuss howitisimportant Most ofthesources For example,Argyris andSch To emphasizedtheneedtoselectactionsbasedonyourmodel. wereviewed thesources counterthisproblem, impact,thenyoudon going tohavesufficient factororisnot toolisnotgoingtoimpactthekeythreat For example,ifyourmodelshowsthatusingacertain importantly,even more notgoingtotake. youcanalsouseyourconceptualmodeltodecidewhatactionsare Perhaps howyouthinkthatcangetthemostimpactonsystemforleasteffort. let youdetermine Ideally, tocounterthesethreats. useyourresources outhowtomosteffectively also enablesyoutofigure itwill It youneedtoaddress. outwhichthreats Using yourmodeltoselectactionscanhelpteamfigure Maximize Leverage effective waytochangeasystemis effective minimum ofeffort Robert Binoofthe PNGP Robert thesehighleveragepointsexist. to understandthesystemwellenoughsothatyouknowwhere ofthesystem.Thekeyis onanotherpart ofthesystemcanhavedramaticeffects actionschangingonepart result, unsystematic fashion.AsSengewrites: thattoooftenmanagersseemtomakedecisionsinan underscore thatwereviewed sources The theoretical tackling a difficult problem is often a matter of seeing where thehighleveragelies,achangewhich isoftenamatterofseeingwhere problem tackling adifficult only both can lead to frustration andasenseofhelplessness. only bothcanleadtofrustration helpful forchange;knowingwhere youwouldliketogobecomesanexercise inabstractions;andknowing of howtogetfromhere tothere. Without thethird map,knowingwhere youare maybeinteresting, butnot The firstisamapofwhere theorganization is;thesecondisamapofwhere itwishestogo;thethird isamap Many Americanmanagersare to toobusyrunning atmosphere. atmosphere bythosewholiveinthat ofAmericancorporationshasbeenfullyassimilatedandinternalized specifically whattheyhopetoaccomplishthroughachangeinstrategy. Apparently, the three strategies,withoutonceexaminingwhyastrategyseemstobefailingorarticulating tosixdifferent into problems,theyswitchtoanotherstrategy,thenandanother...managers through mayrun torun carefully ontheiractions.Typically managers...adoptastrategy,thenassoonthestrategystarts reflection andthefacilityforretrieving allmannerofrelevant managersdonotreflect information...most ”

57 Likewise, Holling and his colleagues realized that although ecosystems are complex,everything thatalthoughecosystemsare Likewise, Hollingandhiscolleaguesrealized — 55 would lead to lasting, significant improvement. Hegoesontodescribehowthemost wouldleadtolasting,significantimprovement. ROJECT ö n discuss how one of the most important parts of the planning process istofigure oftheplanningprocess parts n discusshowoneofthemostimportant ’ re in the right place. Senge refers tothisprincipleas intherightplace.Sengerefers re team echoesthisconceptwhen hesaid, “ change thebehaviorofsystem...[by]identifyingandchanging the ’ t wanttobewastingyourproject ADAPTIVE MANAGEMENT: “ think ontheirfeet. 56 “ Our conceptualmodelassists project A Tool forConservation Practitioners ” ’ Evenwhenthere isampletimefor s moneyandtimeusingthattool. “ leverage “ ” ready, fire, aim andstatesthat — witha 58 As a ” | 43

59 in the practitioner reflects-in-action...his experimentingisatonceexploratory,practitioner reflects-in-action...his movetesting,andhypothesistesting. built over. thetestingof around Onesetofexperimentsrevolved thatthebridges were bridgesonthefishpopulationsofstreams oflogging road about the effects concerned Bilodeauandhiscolleaguesdescribedhowtheywere Forexample,Norm experiments thattheyhadundertaken. • • • including: practitioner canundertake manywaysinwhichtodoactiveexperimentation.Sch are There testing types of experiments. For example, Robert BinoofthePNGP testing typesofexperiments.Forexample,Robert whetherornotitworked somethingandthenlearning endorsed theideaoftrying ofadaptivemanagement background familiarwiththetheoretical The practitionersthatwespokewithwhowere Sch • “ Ashesaid, thathadbeenloggedsotheycouldseetheeffects. local communitymembersonatourofotherareas different densities different standsat andmanagementoptions. Another setofexperimentsinvolvedcuttingtimberon different construction asa usingthebridgecrossing bridges, effectively from anddownstream upstream and bridgedesigns.Itinvolvedmonitoringsedimentation andwatertemperature The BCF — wouldpilotanactivityinonevillage project oflogging. decided tokeepdoingthetoursexposeothervillagerseffects Active experimentation Active We didn and then wait and see if it worked before trying itinallof thevillages. trying andthenwaitseeifitworkedbefore accompanying predictions orexpectations. accompanying predictions involves activeexperimentation. aboutthesystem.Hollingandhiscolleaguesemphasizethatadaptivemanagementfundamentally learning however, comesinenhancingthelong-term output.Thepay-off, ofresource costinterms a short-term beingtriedwhichwill impose multiplepoliciesnecessarilymeansthatsub-optimalonesare trying Furthermore, expensivetoimplement. Thisdeliberateexperimentationismore sectionsoftheforest. options indifferent harvesting severaldifferent managermaytry Forinstance,theforest whichoneismosteffective. determine multiplestrategiesto amanagerwilltry management policies.Inpursuinganactiveexperimentationapproach, hypotheses. Hypothesis TestingExperiments Move-Testing Experiments Exploratory Experiments thepolicyandbasicallyassumesthatitiscorrect. surrounding uncertainty that ittendstobesimplerandcheaperimplement.Adisadvantage,however, the isthatitignores is Amajoradvantageofthepassiveapproach thatisnotbeingharvested. toasimilarpatchofforest compared methodscanbe usingstate-of-the-art beingharvested themselves.Forexample,apatchofforest intervening ö n states that reflection-in-action involvesacombinationofallthesetypesexperimentation, n statesthatreflection-in-action ’ ORESTRY t know what it would be like when we went the first time. The result was quite good. As a result, we wasquitegood.Asaresult, t knowwhatitwouldbelikewhenwewentthefirsttime.Theresult 62 — I NITIATIVE removing 30% of the trees onsomeplots and60%onothers 30%ofthetrees removing team membersalsodescribedanumberofmove-testingand hypothesis-testing , on the other hand, embraces both uncertainty anddeliberatelyexperimental , ontheotherhand,embracesbothuncertainty — When action is undertaken onlytoseewhatfollows,without Whenactionisundertaken — When action is taken in order to produce intendedchange. toproduce Whenactionistakeninorder — — forexampleputtingwomenonthemanagementcommittee board When action is undertaken todiscriminateamongcompeting Whenactionisundertaken “ point source ADAPTIVE MANAGEMENT: ” to assess the success of different bridge toassessthesuccessofdifferent ö “ n identifiesseveraltypesofexperimentsthatthe best managementpractices ROJECT A Tool forConservation Practitioners described howtheytriedsending ” — Healsodescribedhowthe — to see what the effect wason toseewhattheeffect exploratory andmove- exploratory ” todeveloproad “ When the ”

63 | 45

WHERE DO WE GO PRINCIPLES OF STEPS IN SOURCES FOR INTRODUCTION TO WHAT IS THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? 90375mWWF_AdaptMan.qxd 11/9/0111:34AMPage46 WHERE DO WE GO PRINCIPLES OF STEPS IN SOURCES FOR INTRODUCTION TO WHAT IS THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? the BCF Taylor workingwith.AsBrenda concepttoimplementwiththestakeholdersthattheywere action wasahard of coursesof alternative experimentingandtrying cases, thepractitionerssaidthattheyfoundideaofformally fighters. Atraditionalscientist is,inLee bycomparingscientists andfire willingtoaccept.KaiLee discussesthisproblem and typeofriskthattheyare andadaptivemanagershastodowith theamount attitudebetween researchers One consequenceofthisdifferent betweenatraditional extensively discuss thedifference thatwereviewed sources The theoretical the riskofnotactingwhenactionisnecessary. and actioninthefaceofuncertainty between thesetwoendpointsandhastobalancetherisksoftakingwrong ofwhathappenstoit.Anadaptivemanagerissomewhere abouttheworld,regardless inlearning interested researcher, intakingactiontochangetheworld.Apure ontheotherhand,isonly thing exists)isonlyinterested practitioner(ifsucha Apure researchers. practitionersandpure betweenpure somewhere Adaptive managersare Balance theRisksof Action andInaction KANTIPO P BilodeauandDougSteventonoftheBCF example, Norm For results. success.Thisexperimentgeneratedsomeinteresting nestingandbrood bird wildlife usingmigratory 46 aware of what actions to apply where ofwhatactionstoapplywhere aware experiments. Insomecases,thiswasbecausetheyhadn however,For themostpart, thepractitionersthatwespokewithhadnotdonemanyhypothesis-testing knowifit watershed toreally “ bylegislation.AsSteventonputit, isregulated becauseofthewayclearcutting least 50%ofaworkingarea onat cuttingregime ofupto185%inavailabletimbersupplybyinstitutingapartial could generateanincrease traditional researcher: unbiased this kind of innovative management flies in the face of convention. It has to be tested on more thanone this kindofinnovativemanagementfliesinthefaceconvention.Ithastobetestedonmore | ADAPTIVE MANAGEMENT: ” — programtheyare goingtodo,letaloneotheractions.Iguessthinkthatitisgreat todoit for theprimary we have.Sometimes,it background knowledgeofadaptivemanagementandallthesementalmodelsthat to doit.Peopledon work outthatwaywhenyouactuallytry Itjustdoesn actionsisagoodideaintheory. outcomesandalternative Laying outalternative • • • ORESTRY researcher andanadaptivemanager whoseekstochangetheworld.AsSch researcher ifyoucangetpeopletodoit,Ithinkitshouldbedone.But,doesn possibility thatitwillnot. tohishypothesis,heremainsBut, althoughthepractitionerseekstomakesituationconform opentothe The practitionerviolatesthecanonofcontrolledexperiment, whichcallsforobjectivityanddistance. The practitioner[seeksto]makehishypothesiscometrue. ROJECT I NITIATIVE said, “ We butitwouldbefascinating.We didnottestalternatives, justnowbecoming are ’ said: s goingtowork. A Tool forConservation Practitioners ’ s hard evengettingthemtodefineobjectives anddefineindicatorsactions 64 — ’ s words, s words, and that these actions are not uniform across thewholearea. across notuniform andthattheseactionsare ” “ an idealist,someonewhodoes notwanttoclaimthatsomething ’ t workeduptoityet.AsStephanForsteroftheZ ORESTRY ’ I t cometotheseworkshopswithallthe NITIATIVE ’ t alwaysgetdone. described howtheyfound ö n writes,unlikethe “ objective and ’ ” t always Inother AMBIA to preserve their kind, when they might have survived unaided. theirkind,whentheymighthavesurvived to preserve of thePNGP happens. assumptions thatwehavetoembrace,andisjustthewayitis.Stuff isstillanunderlyingriskinour isthatIthinkthere tominimizeriskwildllife.Butthereality way totry andimplementedinsucha used,formulated were andthebracketingexercise isthatthescopingexercise premise go extinctwhenitcouldhavebeensaved Lee outtobefalsealarms. fighteranswersallcalls,evenifmost ofthemturn the fire (makingaType IIerror). fire toareal ismuchlessthannotresponding (making aType Ierror) fighter, outtobefalse.Forafire statement thatturns bycontrast, some point, we just have to move forward anddowhatwethinkisright. some point,wejusthavetomoveforward wildlife monitoring relative to the experimental removal of different densitiesoftimber. ofdifferent totheexperimentalremoval wildlife monitoringrelative BilodeauoftheBCF Likewise, Norm ofriskintakingaction.Forexample,DaleLewistheZ stomach somedegree theabilityto alsotalkedabouthowbeingagoodadaptivemanagerrequires The practitionersweinterviewed extinction.AsLeestates, condor from whatpolicytopursuesavetheCalifornia One exampleofthischallengethatLeegoesontogiveisdetermining fighter.fire Ontheonehand,youdon posedbythescientistand betweentheextremes andadaptivemanagersneedtobesomewhere conservationists outlatertobefalse. thatturns is true about thebenefitsoftakingriskssaying: points out: knowledge hand, youhavetobewillingactinthefaceofuncertain of riskthathelpustoshapeourunderstandingandperception ofhowADMADEcouldevolve. insights. Ilookfortheintellectualexcitementthatcomeswhenyou take risks.Thekeyistouseitpushyouintothenewunknownwhere fornew there are opportunities My fatherisastockbroker. Heisagambler. I unwelcome results unlesstheyare channeledorregulated...there isacosttonotacting. The problemis,weliveinachangingworld.Itisworldwhichforces already inplaywillbringabout ROJECT described some risks that they took in terms of their different project activities.Hesaid project oftheirdifferent described somerisksthattheytookinterms ” ORESTRY Scientists strive to avoid what are known as Type I errors knownasType Ierrors Scientistsstrivetoavoidwhatare ’ “ t want to state something as being true whenitisn t wanttostatesomethingasbeingtrue The problem is whether to risk a Type II error iswhethertoriskaType IIerror The problem — or to chance a Type I error ortochanceaType Ierror I NITIATIVE ADAPTIVE MANAGEMENT: ’ m notagambler. nottogamble.Butitisfun Ilearned described their use of bird nesting and brood successfor nestingandbrood described theiruseofbird ”

65 “ the cost of responding toafalsealarm the costofresponding — ’ — ” ve learned somethingnew.ve learned Itisthesetypes even if it turns outtobefalse.AsLee evenifitturns killingthelastcondorsinanattempt A Tool forConservation Practitioners AMBIA ” Inasimilarway, JohnEricho ’ s point here isthatboth s pointhere ADMADE P “ — Obviously, thewhole allowingthecondorto ’ t. Ontheother — ” Asaresult, affirming a affirming ROJECT talked “ At | 47

WHERE DO WE GO PRINCIPLES OF STEPS IN SOURCES FOR INTRODUCTION TO WHAT IS THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? 90375mWWF_AdaptMan.qxd 11/9/0111:34AMPage48 WHERE DO WE GO PRINCIPLES OF STEPS IN SOURCES FOR INTRODUCTION TO WHAT IS THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? particular, adaptive management requires testing explicit particular, adaptivemanagementrequires In howtoimprove. andtolearn beingeffective monitoringbecauseyouwanttoseewhetherare undertake You inthesecondreason. interested anadaptivemanagementperspective,youshouldbemuch more From actionifneeded. workingornotsothatyoucantakecorrective whetheryouractionsare you canlearn evaluation.Thesecondissothat conductaperformance ofdirectors ortohelpyourbossboard requirements doingwhatyousetouttodo.Thistypeofmonitoringistypicallydonesatisfydonor people thatyouare Thefirstissothatyoucanconvinceother formonitoringaproject. reasons two primary are monitoring. There doing notclear whytheyare thefactthattheyare from peoplehavewithmonitoringresult Many oftheproblems goes backtonotmonitoringanything. and teamthengetsfrustrated shelves.Theproject data thatthenendsupcollectingdustinbigpilesonoffice whocollectlotsof ofresearchers tomonitoralonglistofindicators.Theysendoutanarmy outbytrying start teammembers timefiguringoutwhattheyshouldbemonitoring.Soinmanycasesproject people haveahard projects, Unfortunately, projects. inmanyconservation inconservation commonwords becoming increasingly indicator, and how, andbywhomthese data willbecollected. where, what To dothis,yousimplythinkabout straightforward. toyourassumptionisrelatively related directly information 4. Identifying target asshowninFigure activitytoafactorandultimately your conservation certain youwillwanttofocusonyourkeyassumptions In particular, focusedonkeyfactors,thenfiguring outwhattomonitorbecomesmucheasier.have selectedactivitiesthatare As described in more detailin As describedinmore data thatyouneedtotesttheseassumptions. factors that are most relevant toyourproject. mostrelevant factors thatare istoavoidcollectingtoomuchdata,andinsteadfocuson the critical you needtocollect.Thechallengehere whatothercontextualinformation assumptions, youmayalsoneedtouseyourconceptualmodel todetermine howyouwillmonitortheassumptionsbehindyouractions. determining thenextstepinadaptivemanagementinvolves goingtoundertake, Once youhaveselectedtheactionsare to Test Your Assumptions STEP C:DevelopaMonitoringPlan 48 indicator, your complete | ADAPTIVE MANAGEMENT: FIGURE 4. indicators Intensification of Agriculture you might need to confirm that each link along the chain is or is not occurring. Foreach thateachlinkalongthechainisornotoccurring. you mightneedtoconfirm A SampleCause-and-Effect Assumption Chain monitoring plan A Tool forConservation Practitioners Measures ofSuccess Productivity per Area Higher will alsocontainwhatmethodyouusetocollectdataonthe , ifyou ’ assumptions Reduced Need ve developed a conceptual model of your project siteand ve developedaconceptualmodelofyourproject New Lands to Clear — the cause-and-effect chains that lead from a chainsthatleadfrom thecause-and-effect about your project andcollectingonlythe about yourproject 66 In addition to factors related toyourkey In additiontofactorsrelated “ Monitoring Less Forest Clearing ” and “ evaluation ” Biodiversity in Conservation are Target: Site X then the theory thattheyactuallyuse.Tothen thetheory thisend,Argyris andSch included: had tomodifytheiractionsaccordingly. identified Otherexamplesofkeyassumptions thattheADMADEproject models andleadersforthecommunity. and Theyfoundovertime,however, out not betotrue thatthisturned specific assumptionthatDalementionedwasabelief they hadearlyon,thatclanchiefswouldbegoodrole theminternally.not explicitlylayoutassumptionsbutrecognize We testassumptionsintuitively, adaptively. oftestingthoseassumptionsandbuildingpublicknowledge. canbenolarger process upon, there Deming assaying some ofthemduringourconversation.Forexample,Dale LewisoftheZ able tostate laidouttheirassumptions,butwere thepractitionershadnotformally In someoftheotherprojects, BinoofthePNGP In asimilarfashion,Robert BCF Nyberg ofthe tolay outyourassumptions.PerhapsBrian thatitisimportant The practitionersthatwespokewithagreed statements ofyourassumptionsastowhatiscausingtheproblem. settinginvolvesdevelopingyourhypotheses,orasPirsigputsit,formal ofproblem hypotheses. Akeypart andexplicitlystateassumptionsor withtheneedtoformally agreed thatwereviewed sources The theoretical predicting. be clearaboutwhatyouare inthesamewayastheydo.Makingyourassumptionsexplicitenablesyouto that otherpeopleviewtheproblem to makeyourassumptionsexplicit.Asdiscussedaboveinthesectiononmodels,toooftenpeopleseemthink To effect. havingtheirdesired thosethatwilltellyouwhetheryouractionsare thisend,youneed will collectare datathatyou youneed.Themostimportant whatinformation pointformonitoringisdetermining The starting Make YourExplicit Assumptions Argyris andSch which isstated,andthe factors suchasthehandoutmentalitythatseemstohavebeen cultivatedinthecommunity. complaints aboutnotreceiving enoughmoneyare duetoactuallowincomelevelsorare related toother throughtheestablishedeco-enterprises.Wethe levelofincomeearned canthengaugewhethertheir activities.Inourproject,wegetabetterpicture oflocallandholderreactions to impacts oftheirintervention When assumptionsare explicit,projectmanagersgetabettersenseofthegeneraloutcomenature ofthe they hearwhatsomeoneelse togetthemdothatbecausesometimespeopledon trying waysyoucangetpeopletorepresenta bunchofdifferent whattheirassumptionsare. Ithinkitisworthwhile simulation modelorwhetheryoujusttalkaboutit,drawlittlegraphsevenpictures, there are diagramsorwhetheryouactuallyusethe However youdothat,whetheritbyboxandarrow thatpeoplehaveacommonunderstandingofwhattheirassumptionsare. important I thinkitisvery ö n state, in many cases the theory thatorganizations orindividualssaytheyhavemaybedifferent n state,inmanycasesthetheory “ If we cannot express ourassumptionsexplicitlyinwaysthatotherscanunderstandandbuild If wecannotexpress ORESTRY theory-in-use theory-in-use I NITIATIVE ’ s are andrealize theirsare different. — that which is carried out. thatwhichiscarried said itbest: ROJECT ADAPTIVE MANAGEMENT: said: ’ 68 t realize whattheirownassumptionsare until 67 ö n distinguishbetween Senge echoesthisthought,whenhequotes This explicit statement is necessary becauseas This explicitstatementisnecessary AMBIA A Tool forConservation Practitioners ADMADE P espoused theory ROJECT ”

69 said, — “ ” We do We One that | 49

” ROJECT

70 Perhaps notsurprisingly, however, thatwe sources theothertheoretical “ ’ consists ofusingexperimentsthattestonlythehypothesisin “ re dealingwithpeoplewhohaven it takes a long time and is difficult todo. it takesalongtimeandisdifficult ’ t haveyourconceptualmodelwithspecificassumptionslaid ORESTRY I NITIATIVE ’ s hard togetpeopleunderstandtheideasin — it ’ s awasteofpaperandmanpower. — — said: that piles of questionnaires filledinby pilesofquestionnaires ’ t radicallydisagreed witheachother. ’ ’ s beenourweakness t neededto ’ s thescienceofit.That ’ t wanttogethunguptoo ” This problem is Thisproblem — theassumptions ’ re nevergoingto re — allthese ” ’ s what He ”

this thoughtwhenhesaid: two. onlyneedtomeasure tomakeadecisionsometimesyoureally in order understandit,but toreally 50thingsinorder andtheyallthinkneedtomeasure things theyliketomeasure, F “ simple,simple tohaveindicators thatare important more to go with. As Norm BilodeauoftheBCF to gowith.AsNorm tounderstandthelimitationsofindicatorsthatyoudodecide At thesametime,however, itisalsoimportant making.AsStephanForsteroftheZ to theassumptionsyouare To tied thatyouhavetofocusonasimplesetofindicatorsare thepractitionersagreed solvetheseproblems, variables. Notenoughthinkingwentintowhatmightactuallybeuseful enthusiasticaboutcollectingdifferent teamwasvery date, notbeenabletousemostofthedata.Theproject Likewise, thePNGP TaylorBrenda oftheBCF In KANTIPO,allmonitoringislinked100%tomanagementoftheproject. ORESTRY better decisions. winner withthewatchitisnotaproblem.Iliketothinkof indicatorsasacompassguidingustowards It essentially qualitativemeasures withenoughquantitativevalueto bedangerousifusedinappropriately. preclude theneedtoconsidersystematicsinvolved.Clearlyitisinwaytheyare used. Indicatorsare Indicators are acontentiousconceptformanyscientists.There isatacitassumptionthattheirusewill What isgoingtowork,andwhatare yougoingtomeasure tofigure outifitworkedornot?That to eitherunderstandingordecision.So,we option orpreferred setofindicatorsiftheycouldn works orformakingfuture decisions,andgetonlythat.And,force peopletobackawayfromtheirpreferred thatisusefulforunderstandinghowthesystem simple.Gettheminimumamountofinformation very case,weknewthathavetokeepthings things, andbecauseoflimitedpeopleresources inevery of people.We We todevelopanapproachthatisreplicable inmanyothersettings,groups havebeentrying know inorder toevaluatewhetheritworkedornot? what ouremphasishasbeen.Andthat indicators before he finally recognized that everybody elsewasgoingwithonlytwo,sowhyshouldhehave23? indicators before hefinallyrecognized thateverybody involved inthediscussionsaboutMcCullyCreek musthavetakentwoorthree hoursofattackonhisproposed I ’ s like using a watch without a second hand to time a race. As long as you are not trying to determine a todetermine s likeusingawatchwithoutsecondhandtotimerace. As longasyouare nottrying NITIATIVE ROJECT said, theirfocushasbeen: ’ ve been trying todevelopexamplesofwhatwere realistic andfeasibleapproachestodoing ve beentrying ORESTRY describes how they set up an ambitious monitoring program, butthattheyhave,to describes howtheysetupanambitiousmonitoringprogram, I NITIATIVE ORESTRY ’ s howwecomeupwithindicators.Whatistheminimumyouneedto agreed, saying, agreed, ’ ve beenfairlytoughonsomepeople.Onescientistwhowas ADAPTIVE MANAGEMENT: I NITIATIVE ’ t showhoweachofthemwasgoingtobeusedcontribute “ People, especiallyscientists,theyallhavetheirpet said: AMBIA — andmeasurable. KANTIPO P — orhowitwouldbeused. ” ” HercolleagueBrianNyberg echoed A Tool forConservation Practitioners Likewise, Brenda Taylor Likewise,Brenda oftheBC ” ROJECT Hegoesontosaythat, said, “ It ismuch ’ s Iguess | 51

71 And forSch ’ t doanythingelse.We wantedtoget ORESTRY ö n, the analytical part ofreflection- n, theanalyticalpart 73 I NITIATIVE 72 — developingabroad said, ” Hercolleague “ often the office where the project leadershipishoused. the project where office keptinthelocal record history, hastobesomepermanent action.Soobviouslythere andneeds forfuture its of theproject, byvolunteers,weneedtohave somewayofmaintainingawareness run are these projects F BilodeauoftheBC workingchanges.Forexample,Norm youare model hastochangeasthesituationwhere it is “ As BrianNyberg oftheBCF hasdone. ofwhattheproject tokeeparecord thatitisimportant The practitionersthatwespokewithagreed are. your headastowhattheyreally you that theyconduct.AsPirsigsays,bydoingso, andconclusionsforeachexperiment notebook inwhichtheywritetheirhypothesis,objectives,methods,results, scientistskeepalab For example,Pirsigdescribeshowmostresearch ofgettingthere. also thestepsinprocess but tokeeptrackofnotonlyyourfinalresults, thatitisimportant agreed thatwereviewed sources The theoretical accessible toothers. andyet routine ofyournormal bothpart yourfindingsthatare Thekeyistofindwaysofrecording read. however, forotherpeopleto downinanotebook,thenitmaygetlostorbehard youwriteyourinformation basis.If, yourexperiencesonaregular torecord thatitmaybehard yourfieldsite,chancesare away from onaWeb yourinformation Ifyoustore ofyourinformation. siteusingacomputerlocatedfar input andexport a datamanagementsystem.Indevelopingdocumentationsystems,youneedtothinkaboutboththeeaseof in.To outwhattodowithallthedatastreaming do so,youneedtofigure needstosetup thisend,eachproject In additiontoimplementingyourmanagementplan,youalsoneedimplementmonitoringplan.As Everyday Work Set UpaData ManagementSystem That Fitsinto “ itasbeing theycanbegintoregard dealoftimeandenergy buildingaconceptualmodel,forsomereason great thatemerges iswhatwemightterm problem A secondrelated database tooutput. an the needtocreate togobackand researcher the trapof Hefeltthatindoingso,theyavoidedboth suchasmushrooms. products withforest undertaking that theywere set instone. they are notspecifiedintheplan. they are ORESTRY ’ “ re going, and where you want to get...sometimes just the act of writing down the problems straightensout youwanttoget...sometimes justtheactofwritingdownproblems going,andwhere re impossible to go back and improve understanding when reality fails to agree withprediction. failstoagree understandingwhenreality impossible togobackandimprove “ the model.We havehadanemphasisonactionandnotwringingourhands.Thepeopleweworkwith purpose ofthisprogramwastodoadaptivemanagement,notbuildmodels. had ituptohere I “ NITIATIVE not starting workuntilthemodelisfinished not starting ” As a result, the group becomes reluctant to change it over time. The key is to remember thatthe tochangeitovertime.Thekeyisremember becomesreluctant thegroup Asaresult, ” Hegoesontosaythat, talked about the importance of creating alivingmodelwhenhedescribedsomenewwork ofcreating talked abouttheimportance “ intellectual paper trail, a way of understanding the chain of reasoning thatleadsfrom intellectual papertrail,awayofunderstandingthechain reasoning ” “ withplanning.Theywere sickofitandwantedtogetonwithdoingsomething.The debug ORESTRY ” ” the process to figure outwhathappened.Inasimilarfashion,Leeemphasizes tofigure theprocess AsBilodeausaid, ”

74 I NITIATIVE When something goes wrong, this written record alsoenablesthe thiswrittenrecord When somethinggoeswrong, “ ” the paper trail is crucial if learning istobepossible iflearning the papertrailiscrucial “ InZambia,BrianChildof the SLAMUP you know at all times where you are, where you where youare, you knowatalltimeswhere said, ADAPTIVE MANAGEMENT: “ you “ ” because people turn oversofastandbecausealotof because peopleturn andthetrapofnottakingonnewactivitiesbecause ’ ve gottobegoodjugglersinthisbusiness. “ model rigidity. A Tool forConservation Practitioners ” Often when a group spendsa Oftenwhenagroup ROJECT ’ ” ve been,where ” sincewithoutit,

agreed, 75 ” | 53

agreed, saying, agreed, “ with theuseofMicrosoft ’ s valuable to have some sort of s valuabletohavesomesort ’ ve hadarelatively small “ it is really important for important it isreally — theseassumptions ” Thepractitioners “ I thinkthe AMBIA ’ s not ’ s ’ s you anygoodifdon information to improve results. Hedescribeshow: results. to improve For example, Leedescribeshowadaptivemanagementisfundamentallyaboutobtaininginformation information. useful inproducing oftheanalysisprocess thatweconsultedemphasize theimportance sources The theoretical lessons. leftwithonlythemostimportant toboilyourdatadownsothat youare totry itisimportant particular, than thedatajustify. toconcludemore nottrying that youare other hand,youalsowanttomakesure In asmuchpossible.On the usingallthedatayouhavecollectedandtolearn that you are want tomakesure testing. Ononehand,you askingorassumptionsthatyouare done inthecontextofspecificquestionsyouare Analysisismosteffectively rawdataintousableinformation. oftransforming Analysis isfundamentallyaprocess Analyze YourData inyourhead.Ifyoudon good ifyouonlykeeptheinformation collecttonsof Manyprojects itintousefulinformation. databases andturning The secondtolaststepinadaptivemanagementinvolvestakingallofthedatathatyouhavecollectedyour Communicate Results STEP E:AnalyzeDataand what these results mean and then communicate them in a way that addresses theneeds ofyourkeyaudiences. meanandthencommunicatetheminawaythataddresses what theseresults thatyouhavecollected.YouAnd yourdatabaseshouldcontaintheinformation thusnowonlyneed to interpret you interventions model andmanagementplanshouldcontainthequestionsyou properly,planned yourproject becompleted.Your thenmuchofyourdocumentationshouldalready conceptual intoyourworkplan.Thismayactuallybeeasierthanitsounds.Forexample,ifyouhave communication efforts the datathattheycollect.To tofindways fitanalysisand thischallenge,itisimportant overcome toanalyzeanddealwith toobusywithday-to-dayworkandproblems Most practitionersseemtofeelthattheyare yourexperience. people sotheycanbenefitfrom them recording them downorotherwise intousefulprinciples.Documentingthesefindings you toboildownlarge quantitiesofinformation it.Analysisalsoenables from basisenablesyoutoextracttheusefulinformation Analyzing yourdataonaregular orcommunicateit. butfailtoretain information, generate inotherplaces.Alltoooften,itseemsthatprojects available tootherpeopleworkingonsimilarprojects won Anditcertainly eithernoworinthefuture. not beavailabletootherpeopleworkingonyourproject inyourheadwillgenerally alessonstored Furthermore, detailsaboutwhatyouhavelearned. forget important that theycandesignmethodsand apparatustomakemeasurements. Second, theycollectandanalyze Adaptive managerstakespecial care First,theyare withinformation. explicitaboutwhattheyexpect, so ” aboutwhatworks,doesnot,andwhy. Unfortunately, thisdatawillnotdo goldore, likereal ’ re usingtotestthem.Yourre monitoringplanshouldoutlinewhatdatayouhavebeencollecting. ’ t purify it to produce concentrated nuggets of information. Italsowon concentratednuggetsofinformation. t purifyittoproduce — enables you to use them in the future and to share themwithother andtoshare enablesyoutousetheminthefuture ADAPTIVE MANAGEMENT: ’ re asking,theassumptionsyou re ’ t record the information, youwillovertime theinformation, t record A Tool forConservation Practitioners “ ore ” thatcontains ’ re making,andthe re ’ t doyouany “ golden — writing ’ t be | 55

76 Pirsig alsoemphasizestheneedtodistillyourdatainto ROJECT ORESTRY ’ d likeyoutofollow. said, ’ ’ results. t actuallygottentothestageofdoingalot I NITIATIVE ’ s responsible fordoingwhatovertime ” “ Hegoesontosaythat Our assumptionwasthatwithmore ” Hegoesontosay: described how his central office got described howhiscentraloffice ROJECT ” Sometimestheydoand said, “ the more generalafactis, the more é “ , sayingthatwhata analyze anddraw “ I thinkthe “ skill comesin ”

77 meets theneedsofyouraudience.Forexample,BrianNyberg oftheBCF ofadaptivemanagement,youalsohavetofindawaydoitthatisbotheasyforand part important thatwhilecommunicatingthelessonsyou The practitionersthatwespokewithalsoagreed thatpeoplecanuse. ways ofcommunicatinginformation of times project reports seemtopileuponpeople reports of timesproject Unfortunately, awrittenreport. asweallknow, isthrough The traditionalwaytocommunicateinformation alot information. theyneedandhowwanttoreceive audience, youthenneedtothinkaboutwhatinformation aswellyourpeers.Foreach colleagues, thestakeholdersthatyouworkwith,yourdonorsandsupporters, too much emphasis on trying towritemanualsthat then quicklygooutofdate.AsDalesaid: too muchemphasisontrying among project members and community stakeholders. These meetings have the advantage of providing two-way membersandcommunity stakeholders.Thesemeetingshavetheadvantage ofproviding among project To methodforsharinglessons thatwevisitedusedmeetingsasaregular alloftheprojects solvethisproblem, venues forcommunications.Forexample,DaleLewisofthe Z buttouseother on written reports, The practitionersthatwespokewithalsoemphasizedthe need tonotjustrely people whocanusethem.To doso,youfirstneedtoidentifyyourkeyaudiences andcommunicatethemtothe youstillneedtodocumentyourresults Once youhaveanalyzedyourinformation, Document andCommunicate Key Lessons mappingexercise. intoasimpleone-personoffice exercise “ intoaprinciple, thislearning AsMaloneyputit,turning thestream. ontheamountofshadereaching little effect wouldhavevery sideofaneast-westsegmentstream onthenorth latitude,trees owing totheirhighNorthern shading.Overtime,however, stream to achievetheproper that astheyanalyzedtheirdata,beganto realize thatwouldneedtobecutorleft alongeachstream siteandmarkingthespecifictrees potential timberharvesting goingtoeach workerswere forestry usedbysalmon.Becauseofthisconcern, ofsmallstreams temperature documenting. theirpaycheck,theyoftendon expectedtodoearn do theday-to-daythingsthattheyare to sobusytrying oversomuchandbecausepeopleare turns thatwehaveisbecauseourstaff biggest concern don ’ t worry about trees on the north side of a stream bank sideofastream onthenorth abouttrees t worry We tohaveknee-jerk reactions tothesituationathand.We train ourstaff don were onmore orlessthatschedule.Sincesheleft,Ihaven to putoutanewsletter. Infact,wetriedtodoitthree orfourtimesayearandwhileBrenda washere, we specific projectactivitiesandtraining,asopposedtopublication,writing,distribution,soon.We used decided toputthepriorityonoralpresentations andone-on-onediscussionsmeetingswithpeople So weshouldbedoingmore documentation,noquestionaboutit.Butagain,Icanonlydosomuch, I waste oftime.We move muchfasterthanthat knowledge thatweaccumulate.Butmyguysare smart programs andmanuals.Irefuse to.Iprefer knee-jerkreactions. We needtobaseouractionsonthe just againbecauseit ” Hewentontosay: ’ s nicetodo,butit ’ s notthemostcriticalthingtodo. ’ s shelves without getting read. Thechallengeistothusfind s shelveswithoutgettingread. ADAPTIVE MANAGEMENT: — itisunimaginativetoteachpeopleoutofabook. ” turned whatwasanextensivetwo-personfield turned AMBIA — ’ t evenbeenabletogetaneweditionofthatout, weneedtostopwritingmanualsthatare a ADMADE P ORESTRY A Tool forConservation Practitioners — ROJECT I includingyouandyour NITIATIVE ’ t haverotetraining said that there canbe said thatthere ’ t putthetimeinto said, ’ ve learned isan ve learned “ I thinkthe | 57

WHERE DO WE GO PRINCIPLES OF STEPS IN SOURCES FOR INTRODUCTION TO WHAT IS THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? 90375mWWF_AdaptMan.qxd 11/9/0111:34AMPage58 WHERE DO WE GO PRINCIPLES OF STEPS IN SOURCES FOR INTRODUCTION TO WHAT IS THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? growing and learning asyoudoso,andultimately, andlearning growing leadingtobetterconservation. thecyclemultipletimes,hopefully Overtime,youwillgo through ofthenextround. the cycleisalsostart of theendofoneround thinkingabouthowtotest.Ineffect, ofassumptionsthatyoucannowstart new round have doneandincorporatingitintoyourproject You thatyou tochangeyourmodel.Bydoingso,youwillbecapturingthelearning alsoneedtouseyourresults forsomething,sousethem! information signaltheneedtochange,byallmeans,doit.Remember,your results youcollectedallthosedataand taking.If tochangetheactionsthatyouare Inthiscase,youneedtothenusetheseresults exactly asyoupredict. however, confidentaboutthem.Chancesare, now beabitmore out thatyourexperimentswillnothaveturned minutes of the meetings are kept and are available for staff inthefuture. availableforstaff keptandare minutes ofthemeetingsare isalotofsharingexperiences. meetings there copiedanddistributedtoRCFpeopleinothercommunities.Atthebiannual onecommunityare from reports Adaptation involves changing your assumptions and your interventions to respond tothenewinformation torespond Adaptation involveschanging yourassumptionsandinterventions sitehavechanged, your monitoringwasfaulty at theproject poorlyexecuted,theconditions were yourinterventions wrong, itisbecauseeitheryourassumptionswere results, didnot achievetheexpected intervention Ifyourproject your project. monitoring totakeactionimprove your obtainedthrough context,adaptationisaboutsystematicallyusingtheinformation project In aconservation Structures Incorporate Adaptation IntoDecision-Making teams don work.Unfortunately, ofallyourhard Itisnowtimetousetheresults process. alltoooftenitseemsthatproject stepinthewhole Instead,youhavenowcometothemostcrucial done, thisisnotthetimetositbackandrelax. Finally, you and Learn ITERATE: UseResultstoAdapt flow.information Forexample,DaleLewisoftheZ 58 your experiments turn out exactly as you predicted, then you will have confirmed yourassumptions thenyouwillhaveconfirmed outexactlyasyoupredicted, your experimentsturn to youroriginalconceptualmodelandtheassumptionsthatyoulaidoutthentestedexperimentally. If To To toadaptandlearn. makefulluseofyourgold,youhavetoresults doso,youhavetogoback meetings and an annual meeting among stakeholders to share lessons. As Robert Binosaid, lessons.AsRobert meetings andanannualmeetingamongstakeholderstoshare tothecommunities. the bestwayforustocommunicateourresults learning is through ourperiodicandannualmeetings. isthrough learning “ Ideally we do the planning process and feed the results backintoourplan.Muchofcommunicationand andfeedtheresults Ideally wedotheplanningprocess | ADAPTIVE MANAGEMENT: ’ t makeuseofallthegoldthattheyhaveminedandrefined. ’ ve come to the last step in the adaptive management process. Despite all the hard workthatyouhave Despiteallthehard ve cometothelaststepinadaptivemanagementprocess. A Tool forConservation Practitioners ” ’ These meetings will only preserve learning, however, learning, ifcareful Thesemeetingswillonlypreserve s institutionalknowledge.You beinitiatinga willalsoprobably AMBIA ” Similarly, thePNGP ADMADE P — orsomecombinationofthese problems. ” StephanForsteroftheZ ROJECT ROJECT said, “ uses both regular staff uses bothregular Workshops are andforums “ at themeetings, AMBIA — P youcan ROJECT said action tochangethesituation: this is tothewoodenbridges. AsBrianNyberg says, theculverts togetthe timbercompaniestoswitchfrom was hard make decisions. KANTIPO P time. DaleLewisoftheZ oftheirworktochangeover to usetheresults thatitisimportant The practitionersthatwespokewithalsoagreed nottoslow, tosuddenchangesinhis environment, isgeared tosurvival sensing threats gradualchanges. tomove.AsSengestates, willstayputuntileventuallyitistoogroggy frog tojumpout.However, wateronthestoveandgraduallyheatitup, inapotofwarm ifyouputthefrog try the us. Sengerelates inwhichtheworldischangingaround itisanimperativeinenvironment Indeed, changeisnotonlydesired, Likewise, Sch electrical systemisnotworking: outthathis mechanichasusedthescientificmethodtofigure to change.AsPirsigwrites,onceamotorcycle ofyourinquiry emphasizedtheneedtouseresults strongly thatwereviewed sources Many ofthetheoretical toleveragechange. key opportunities Itmeansstayingflexible,examiningyourpastactions,andlookingfor yourmonitoringefforts. obtained through there is an inertia that keeps people from modifying their actions.Forexample,theBCF thatkeepspeoplefrom isaninertia there was pretty clear that the wooden bridges were both clearthatthewoodenbridgeswere was pretty onwaterquality. withminimaleffects for timbertrucks crossings stream Basedontheexperiment,it at providing effective more were describe howtheyconductedanexperimenttoseewhether woodenbridgesormetalculverts They can then adjust the teaching and training based on the results. Similarly,They canthenadjusttheteachingandtrainingbasedonresults. StephanForsteroftheZ The practitioners also said, however, that it can be difficult to get people to use information tochange togetpeopleuseinformation The practitionersalsosaid,however, thatitcanbedifficult occur focus — — “ partly because of a lack of effort inextensionandtraining becauseofalackeffort partly we changed where we work. We wechangedwhere thelesspoachingwill wehaveinanarea, presence foundthatthemore simplywithourpresence. the practice. weeks ormonths,dependingonthepaceofactivityandsituationalboundariesthatare characteristic of tothesituation.Theaction-presentcan stillmakeadifference maystretch overminutes,hours,days,oreven A practitioner He doesknowthatthemotorcycle isn next formal question: next formal and thenhechangesthemsothattheynolongercausethefailure. conclusions themechanicworks...untilhehasfoundexactspecificcauseorcausesofenginefailure, these andteststhem.Byaskingtherightquestionschoosingdrawing ROJECT ö n writes, the key to reflection-in-action is that the process takesplacewhenitisstillpossibletotake isthattheprocess n writes,thekeytoreflection-in-action ” As an example, he described how the project investsinmonitoringtheirteachingprograms. Asanexample,hedescribedhowtheproject described how, 79 “ parable oftheboiledfrog ’ s reflection-in-action...is boundedbythe AMBIA “ Solve problem:whatiswrongwiththeelectricalsystem? ADMADE P ”

“ Based ondatawecollectedandouranalysis,changedgeographic ’ t going to run untiltheelectricalsystemisworking andhesetsupthe t goingtorun ROJECT ” in which if you place a frog inboilingwater, inwhichifyouplaceafrog itwillimmediately ADAPTIVE MANAGEMENT: “ substantially cheaper and more fish-friendly.substantially cheaperandmore said simply, “ action-present, ” “ but also partly duetoanattitudeofnot butalsopartly That ’ s whatwe 78 “ the frog A Tool forConservation Practitioners ” thezoneoftimeinwhichaction ’ re here for here re ” ’ Hethensetsuphypothesesfor s internal apparatusfor s internal ORESTRY — ” usingdatato Nonetheless,it I NITIATIVE — AMBIA ” that

80 staff | 59

WHERE DO WE GO PRINCIPLES OF STEPS IN SOURCES FOR INTRODUCTION TO WHAT IS THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? 90375mWWF_AdaptMan.qxd 11/9/0111:34AMPage60 WHERE DO WE GO PRINCIPLES OF STEPS IN SOURCES FOR INTRODUCTION TO WHAT IS THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? And of course, there isnopointinchangingjustforthesakeof change.AsDaleLewisoftheZ And ofcourse,there whether peoplewouldmakedecisionsbasedonadiscussionthathadbeenheldyearsago. making, orasCharlotteHarlandoftheZ fordecision mustbeaclearframeworkandprocess Forexperimentationtoleadchange,there processes. willbeusedindecision-making howtheresults thestart istoplanfrom thisinertia One wayofovercoming to thenextthing. good science is not about achieving positive results, butaboutexpandingunderstanding.AsPirsigputsit: good scienceisnotaboutachievingpositiveresults, Forexample,forPirsig, learning. emphasizedtheneedtopromote thatwereviewed, sources All ofthetheoretical theworld. around efforts youwillhelpconservation yourproject, from learned thatyouhave Bysharingtheinformation andperilsyoumay haveencountered. avoid someofthehazards and sotheycandesignandmanagebetterprojects yoursuccesses andfailures from eagerto learn practitioners are yourexperiences.Other anddevelopmentcommunitytobenefitfrom conservation other peopleinthebroader itwillenable Furthermore, documentation willhelpyourteamavoidmakingthesame mistakesinthefuture. youhaveachieved.This andtheresults thatyourteamhasgonethrough systematically documentingtheprocess yourmistakesratherthanhidingthem.Itisalsoabout to doyourworkbetterandusingbenefitingfrom more structured structured more P change. result versusanother,result then In a conservation project context, project In aconservation Use ResultstoLearn I expecting touseresults 60 and understand how information will be used for decision making. Likewise, Brenda Taylor willbeusedfordecisionmaking.Likewise,Brenda and understandhowinformation oftheBCF experimentation generated from goingtodowiththeinformation includes awiderangeofstakeholders.Allstakeholdersknowwhattheyare and transparent, isknown,systematic,predictable, stakeholders tomodifytheannualworkplan.Thisprocess In theZ the pants ratherthan andgooddatawithanorganized decision-makingstructure issufficient thatthere make sure got this result, howwouldwechange? got thisresult, NITIATIVE ROJECT | ADAPTIVE MANAGEMENT: ” AMBIA failure onlywhenitalsofailsadequatelytotestthehypothesis inquestion,whenthedataitproducesdon An experimentisneverafailure solely becauseitfailstoachievepredicted results. An experiment isa prove anythingonewayoranother. Butsheandhercolleaguesthenwentontosaythattheyhadnotactuallydonethis ’ said, reaction totheinformation. reaction said how in the initial project workshop, it is important for project teamstoaskthemselves, forproject workshop,itisimportant said howintheinitialproject “ KANTIPO P Once youfindthingsthatworkneedtostickwiththem.ThatiswhyADMADEbecoming — ” we know more about what we are doing. aboutwhatweare weknowmore — inthesensethat “ you can get people to refer backtothediscussionwhenitactuallydoescome you cangetpeopletorefer ROJECT A Tool forConservation Practitioners — learning they know how data can influence the way the project will go in the future willgointhefuture theyknowhowdatacaninfluencethewayproject for instance, the project team has organized regular meetingstoworkwith teamhasorganized regular for instance,theproject ” ” Ifpeoplehavediscussedinadvancewhattheywilldoifgetone AMBIA requires yourorganization tohaveacommitment tofiguringouthow requires 81 “ well, we ADMADE P ’ ve got the results and the question is resolved, solet andthequestionisresolved, ve gottheresults ” ROJECT said, “ When wemakedecisions,needto — AMBIA anddoubted “ ADMADE well ifwe ORESTRY ‘ seat of ’ s geton ’ t — expand learning: andtestingmentalmodelsto mechanicdoesinvolvesconstructing workthatamotorcycle how theprimary available forourselvesandthewidercommunity. thatwemakethisknowledge needtomakesure anddevelopment...wereally have combinedconservation could avoidmakingallthemistakeshehadmade.Assaid, sothattheproject hesaidneededtofindwaysofsharingwhatlearned now livinginthetown.Asaresult, eloquently summedupbyDale LewisoftheZ theoutcomesofoperationalprograms. from policies andpracticesbylearning I PNG P Binoof the Forexample,Robert of learning. The practitionersthatwespokewithemphasizedtheimportance Adaptivemanagementisfundamentallyaboutdouble-loop learning. future. fundamental waysinwhichtheorganization functions,soastobeabledealwithothersimilarsituationsinthe involvesnotonlydealing withthesituationathand,butalsochangingvery double-looplearning In effect, Argyris andSch maps. Argyris andSch canonlytakeplaceifitisincorporatedintothegroup learning long-term Thismore problems. long-term tosolvemore shouldbeaimedattrying Instead,learning just occurtosolveimmediateproblems. doesnot conceptisthatlearning behindthesociallearning In anorganizational context,oneofthekeypremises forward frontier tomovethe knownandtotry thatisalready withthevastbodyofinformation istostart The keyhere NITIATIVE ROJECT modification ofanorganization isdetectedandcorrected inwaysthatinvolvethe occurswhenerror corrective action.Double-looplearning thistaskbecauseitcanreceive (thetemperature information oftheroom)andtake canperform thermostat The theheatonoroff. whenitistoohotorcoldandturns thatlearns islikeathermostat learning present Single-loop processissingle-looplearning. objectives,thenthaterror-detection-and-correction onitspresent policiesorachieveits theorganization detectedandcorrected permits When theerror tocarry in privateimagesandshared mapsoforganization. andembeddingtheresults oftheirinquiry inorganizationaldetecting andcorrecting errors theory-in-use, organization, environmentsoftheorganization responding andexternal by tochangesintheinternal Organizational occurswhenmembersoftheorganization agentsfor the learning actaslearning are lookingatunderlyingform. hierarchy ofknowledgethefaultymotorcycle andcompare ittothecorrect hierarchy intheirmind.They ofaprogramtoexpandtheir looking atthephysicalmotorcycle atall.Theyare usingtheexperimentaspart tests.They...are concentratingonmentalimages,hierarchies,withdrawn whenperforming andnotreally andprecise and thinking.Thatiswhymechanicsseemsotaciturn his workiscareful observation of ofwhatthemechanicdoes.Byfargreatest part Actually, physicallaboristhesmallestandeasiestpart said described how he used to live and work in the village, but had recently been promoted andwas beenpromoted described howheusedtoliveandworkinthevillage,but hadrecently “ ö adaptive management is a systematic process that involves continually improving management thatinvolvescontinuallyimproving adaptive managementisasystematicprocess n go on to say that there are twotypesoflearning: are n goontosaythatthere — addinganotherbricktothepyramidofhumanknowledge.Pirsiggoesondescribe ö n state: 82 ’ s underlying norms, policies,andobjectives. s underlyingnorms, AMBIA ” ADAPTIVE MANAGEMENT: Inasimilarfashion,BrianNyberg oftheBCF ADMADE P “ many people are very interested inthewaythatwe interested very many peopleare ROJECT who said A Tool forConservation Practitioners ” Butperhapsthisthoughtis most 83 “ adaptive managementshould ’ s organizational ORESTRY | 61

WHERE DO WE GO PRINCIPLES OF STEPS IN SOURCES FOR INTRODUCTION TO WHAT IS THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? 90375mWWF_AdaptMan.qxd 11/9/0111:35AMPage66 WHERE DO WE GO PRINCIPLES OF STEPS IN SOURCES FOR INTRODUCTION TO WHAT IS THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? generalist butthat experts, Heoftenconsultswithvarious fordesigningtheadaptivemanagementprocess. he isalsoultimatelyresponsible In a similar fashion, Norm BilodeauoftheBCF In asimilarfashion,Norm conduct adaptivemanagement.AsKaiLeesays: staff program ofhavingregular emphasizedtheimportance thatwereviewed sources A numberoftheliterature Involve RegularProject Staff Members theresults. from and forusinglearning themselves. You You theresearchers. andyourcolleaguesare fortestingyourownassumptions responsible are butultimatelytheyneedtodothework outsidesources, team mayneedtogetsomeadviceorassistancefrom The waitingfortheirresults. oftheteamsitsaround outcomeswhiletherest impassively atthepotentialproject teamthatissolely charged withlooking management.Italsocannotbedelegatedtoaspecial research in project notinvolved thatare management cyclethemselves.Adaptivecannotbeleftsolelytooutsideexperts To thestepsinadaptive teammembersgothrough itisimperativethattheproject solvetheseproblems, under theseconditions. forthemtodoanylearning becomes hard importantly,intended. More fortheteamtochangeplan in anysystematicway. itbecomesdifficult Andit inthewaythatdesigners theymaynotbe abletoimplementtheproject Asaresult, behind theproject. teamwillhavelittleknowledgeoftheassumptionsandideasthatlie Inparticular, theproject over theproject. forthemtofeelownership itmaybehard teamwasnotinvolvedinthedesignofproject, because theproject isthat approach anadaptivemanagementperspective,however, withthestandard From problem troubling amore maynotfitwithlocalconditions. theproject site.Asaresult, complexities ofthesituationatproject ofthe isthattheoutsidedesignersmaynotbefullyaware baseddesignprocess withthisexternal problem teamonsitetoimplementthem.Oneobvious theplansovertoproject monitoring plans.Theythenturn sectionsuchasdoingasiteassessmentanddevelopingmanagement planning stepsdiscussedintheprevious someofthe Theseoutsidepeoplegothrough projects. designsconservation office is basedinaheadquarters consultantoramemberoftheleadorganization who management. Alltoooften,itseemsthateitheranexternal adaptive effective forperforming teammustberesponsible principleisthatproject Perhaps themostimportant Management Yourself Principle 1:DoAdaptive 66 | ADAPTIVE MANAGEMENT: and how it was carried out. and howitwascarried oftheexperiment change tothosewhomustimplementitislikelybeheavily influenced bytheirmemory protocol...if achangeistobemadeasresult from theexperiment,acceptabilityofthat oflessonslearned oftheexperimental outmajorportions mustcarry For apolicytobeanexperiment,regular programstaff — someonewhoisnotamaster ofallthespecialties,buthasanoverallperspective. “ somewhere in the research process, youneedto havesomebodylikemethat process, in the research somewhere A Tool forConservation Practitioners 86 ORESTRY I NITIATIVE believes that since he is the resource manager,believes thatsinceheistheresource ” Hewentontosay ’ s sort ofa s sort should dothisotherthinginstead. sense tome. project staff are doingit are staff project use an existing procedure rather than try somethingnew. ratherthantry use anexistingprocedure Itbecomessaferforemployeesto aswastefuldaydreaming. wondering abouthowthings workcanbeperceived notvalued,andmayevenbediscouraged. Spendingtime curiosityandinnovationare things. Asaresult, andlessflexible.Theydevelopsetsystemswaysofdoing bureaucratic organizations tendtobecomemore Unfortunately, foundinmanyorganizations. Astheygrow, notthingsinherently curiosityandinnovationare theexperience. from not alwaysworkasexpected,weusuallylearned human traits basic Bothcuriosityandinnovationare effective. more newthingstoseewhethertheyare and awillingnesstotry thatyouhaveasenseofwonderabouthowthings work adaptivemanagementfundamentallyrequires Effective Innovation Principle 2:Promote Curiosityand BinoofthePNGP John ErichoandRobert tasks. their research out adaptivemanagementexperimentsisthat, tocarry staff ingettingregular of thesituationforthemselves.KaiLeedescribeshowonepotentialproblem thattheymightnotunderstanduntilcanseetherelevance with theconcepttopayattentionaprocess togetpeopleunfamiliar maybeeasiersaidthandone.Ithard intheprocess team tofullyparticipate teamdoingadaptivemanagementsoundsgoodintheory,Although theconceptofhavingaproject gettinga Help People Learn About Adaptive Management specialty.their particular manager, Astheresource hecantellthespecialiststhatwhattheyadvocate iskeysothatthespecialists don managerdesigntheprocess that havingtheresource ‘ Whenthentheygooutinthefield,say field, theyunderstand.Notwhenfirstcometotheproject. memberscompletelyunderstanditatsomelevels. staff don conceptual modelispossiblymostlycompletelyunderstoodbyjustthetwoofus.Ireally gave the conceptual model they developed to newer project members. John started bysaying, members.Johnstarted gave theconceptualmodeltheydevelopedtonewerproject being askedtobeoneorboth. orguineapigs,are whodonotseethemselvesasresearchers living andworkinginanoperationalenvironment, itinstead. or theymayknowandsubvert Oh — Sothisiswhatwedo. ” — JohnErichoofthePNGP as children, all of us investigated our world and tried out different activities.Althoughthingsdid allofusinvestigatedourworldandtriedoutdifferent aschildren, ”

87 — because we understand it, we are abletogobackandsaythisisnotright,Ithinkwe becauseweunderstandit,are ’ Theydon ” As a result, gainingtheirconfidenceis Asaresult, ” ’ t really appreciate the model until they are immersedinthescenario. themodeluntiltheyare appreciate t really ROJECT ” Leegoesontosay, ROJECT “ They may not know what they are doingandbunglethetask, They maynotknowwhattheyare agreed, sayingthat agreed, ADAPTIVE MANAGEMENT: echoed these comments when they told the story ofhowthey echoed thesecommentswhentheytoldthestory ” Binoadded, “ The key point is to realize thathumanbeings The keypointistorealize “ “ the key aspect of this process isthatweas the keyaspectofthisprocess I thinkthataftertheyhavebeeninthe “ a precondition for training staff in fortrainingstaff a precondition A Tool forConservation Practitioners ’ t get off trackbyfocusing on t getoff ’ t thinkthatthenew “ I thinkthatthe “ has tomake ” | 67

WHERE DO WE GO PRINCIPLES OF SOURCES FOR INTRODUCTION TO WHAT IS THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT STEPS IN THE PROCESS THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? 90375mWWF_AdaptMan.qxd 11/9/0111:35AMPage68 WHERE DO WE GO PRINCIPLES OF STEPS IN SOURCES FOR INTRODUCTION TO WHAT IS THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? trying to achieve short-term results. results. toachieveshort-term trying insteadofonly new interventions trying thatcomesfrom thattheyvaluethelearning always right.Italsorequires fashion, BrianNyberg oftheBCF institutional curiosity. newchallengesallthetime,andyoumustalwaysbeasking are There and appropriateness of the projects theyimplement oftheprojects and appropriateness members to explore new ideasandwaysofdoingthings.AsBrianNyberg oftheBCF members toexplore formanagerstoencouragetheirstaff thatitisimportant The practitionersthatwetalkedtoalsofeltstrongly writes, themanagerisnolonger thetop.AsSenge If anorganization isgoingtobecuriousandinnovative,thenthisattitudehascomefrom Start withManagers at the Top Z fordealingwithcomplexandchangingsituations.Forexample,StephanForsterofthe important innovation are institutionalcuriosityand thatpromoting practitionersthatwespokewithagreed All oftheconservation Senge goesontosay, states, competitors thatdoinnovate.Forexample,Sengequotestheheadofplanningforamajorcorporationwho andeventually, itwillbecomestagnant,setinitsways,ineffective, and innovation,chancesare byits overtaken inacompetitivemarketplace.Ifanorganization doesnotvaluecuriosity maintain institutionalcuriositytosurvive emphasizethatorganizations must thatwereviewed The businessandorganizational managementsources Innovate toSurvive inaChanging World of organizations thatexhibit newideasandways ofdoingthings.Acommonfeature toexplore free membersare inwhichstaff environment To thistendency, overcome itmustactivelymaintainan learning, promote foranorganization totruly 68 dynamic, work must become more dynamic, workmustbecomemore AMBIA | ADAPTIVE MANAGEMENT: “ The ability to learn fasterthanyourcompetitorsmaybetheonlysustainablecompetitiveadvantage. The abilitytolearn KANTIPO P they mustbefree tothinkoutsidethebox. byhavingamanagerwhotellspeoplethat that theyare free toinnovate. Inthissituationisbestserved tomakepeople involved inadaptivemanagementprojectsfeel commitment fromtoppeople. Itisimportant Whenever aninstitutionmakesacommitmenttoadaptive management, there hastobeaserious organization cometounderstandtheseforces. forces processeswhereby drivingchange.Whatdoessheorhedesign?Thelearning managersthroughoutthe or heresearch? Understandingtheorganization andexternal asasystemandunderstandingtheinternal The essenceofthenewrole...willbewhatwemightcallmanager asresearcher anddesigner. Whatdoesshe easy solutions.Eventheyrealize issomethingthatimportant. thatcuriosityandlearning in theolddaysnoware undersomuchpressure andhavesomanyproblemsfacingthemthattheydon I thinkalotofevenseniorfield-levelmanagerswhohavecomeupthroughthecommand-and-controlstream ROJECT “ as the world becomes more interconnected and business becomes more complexand andbusinessbecomesmore interconnected as theworldbecomesmore “ described how institutional curiosity A Tool forConservation Practitioners ORESTRY ‘ learningful. “ captain ofthefirm I NITIATIVE “ in a dynamic situation, everything changes soyoumustmaintain in adynamicsituation,everything ’”

88 ” — isthattheycontinuouslyquestiontheefficiency, effectiveness, 89 they do not simply assume that what they are doingis theydonotsimplyassumethatwhatare said: ” issuingabsolutecommands.Instead: ORESTRY ‘ Why? I NITIATIVE ’” Inasimilar ” stated: ’ t have the bosswhattheythinkwantstohear. Forexample,JohnErichoofthePNGP totell theirownideasinsteadoftrying tooffer memberstotry foryoungerandlowerlevelstaff make itdifficult forauthority. dealofrespect istraditionallyagreat inwhichthere takeplaceincultures projects Thistendencycan oftheoverallsociety. workingin,butalsotheculture are anddevelopment Forinstance,manyconservation ofinstitutionthey bytheculture curiosityandinnovationisnotonlyaffected The abilityofamanagertopromote and doadaptivemanagement that topdown. and leadershipfrom evaluations. incentives have togivepeopletheproper they go. A willingness to fail is thus an indicator that you are pushingyourself togetbetter.they go.Awillingnesstofail isthusanindicatorthatyouare not willingtofallandmustwalkeverywhere destinationsfasterthanthosewhoare future ride abicyclewillreach however, howto willingtofallafewtimes whilelearning destination.Inthelong-run, peoplewhoare short-term Valuing isdesired doesnotmeanthatfailure failure yourmistakes.You from fell andlearn experiencedcyclists. mayalsoavoiddiscussing your experienceswithmore thefirstfewtimesyoutry. ashamedoffalling,youmaynotstoptothinkaboutwhy you willfalloff Ifyouare torideabicyclebecauseyouknow offalling,youmaynevertry scared riskythings.Ifyouare trying stops usfrom ofit.Fearfailure insteadofbeingscared thatyouvaluefailure adaptivemanagementalsorequires Effective Principle 3:Value Failures creativity. Ashesaid: Finally, discourage ErichofeelsthatsomeoftheteambuildingworkRCFisdoingmayalsoironically with mybossbecauseIthinktomyself Ashesaid, maintaining personalrelationships. theculturalemphasison inencouraginginnovationmaycomefrom ofthisdifficulty Ericho alsofeelsthatpart Obviously, asNyberg said,you ‘ I must not hurt therelationship. I mustnothurt productive in terms ofspeakingyourmindbecausewebuilttheteamspiritsomuchthatpeopledon productive interms We isworkingtogether. triedtobuildateamspirithere where everyone Ithinkthishasbeencounter- Sometimes itishard formetogetpeopletalkbecauseI people are afraidtospeak,weneedmakeitanenvironmentwhere theycantalk. andcontribution.Where participation something thatweare havingtoworkaroundpromotestaff saying. hasbeen towhateveryone to getoutoflinebyaskingtoomanyquestionsorsayingsomethingdifferent they saytothemselves ” Hewentontosay, “ ’ is of much help either unless there is a lot of support provided from the ground up theground from provided isalotofsupport isofmuchhelpeitherunlessthere ok, soheknowsbetterthanIdo,willkeepmybigmouthshut. ” “

can “ I don ’ t legislatecuriosity, butyoucanencourageit. ’ SoImightbethinkingaboutnewideasbutchoosenottodiscussthem ‘ man, if I discuss them with him, is he going to get cross withme? man, ifIdiscussthemwithhim,ishegoingtogetcross ’ t believe that having a top-down directive that t believethathavingatop-downdirective — that “ Here in PNG we are worried less about results andthinkingmore lessaboutresults worried inPNGweare Here “ thinking outsidetheboxshouldbebuiltintoperformance — ADAPTIVE MANAGEMENT: falling off a bicycle hurts and causes delays in reaching your and causesdelaysinreaching abicyclehurts fallingoff ’ m theboss.Peoplejustwanttolistenmeand A Tool forConservation Practitioners ” Instead,hebelievesthatyou ‘ You willbeinnovative ROJECT ” Andsothat said: ’ t want ’” ’ s | 69

92 90 He goesontoquoteonebusinessmanagerassaying — that true failure occurswhenyoufailtolearn. failure thattrue ”

93 “ an adaptive design still permits learning, sothat learning, an adaptivedesignstillpermits ”

91 Senge echoesthiswhenhesays, “ Not takingadvantageof ’ t, thenthat ” ’ Inasimilar “ t workas the hallmarkof ’ s nota “ failure is failure ’ t — John ErichoofthePNGP ADMADE P The practitionersalsosaid,however, isnotalwayseasy. thisenvironment thatcreating DaleLewisoftheZ isnothidden.Forexample, Brian Nyberg oftheBCF which failure in anenvironment fororganizations tocreate thatitisimportant The practitionerswespokewithlargely agreed employees knowtheywillnotbe inwhich an environment ofcreating emphasizedtheimportance thatwereviewed sources The literature Create aSafe-Fail Environment intent on creating a learning organization must: alearning intent oncreating record, and so they were willingtoridethestorm. andsotheywere record, willingtoworkwiththeriskgiventhatIhadagoodtrack compliment tomybosseswouldbethattheywere hisbosses, hehadfrom in thefaceofbudgetcutsbecausesupport Bilodeautalkedabouthowhehadtheabilitytoconducthisexperimentalworkeven Likewise, hiscolleagueNorm andacceptancethatwe andsupport trust howtodobetter.also makeacommitmenttolearn awayofbuilding Thesetwothingsgohand-in-handandare “ them an environment in whichtheycouldspeakup.AsErichosays, them anenvironment togive totry RCFended upholdingsomemeetingswithjustnationalstaff tobetheexperts. who theyperceived oftheexpatriatestaff aboutspeaking upinfront worried were to speakupatmeetingsbecausethenationalstaff competing with other projects and are beingjudgedonresults: andare competing withotherprojects speak setting.People canbeafraidto themselvesinacomfortable do isgetpeopletotalkamong themselvesandexpress don When wedon ’ t talk since they are afraid that they might say the wrong thing, thereby invitingcriticism. WhatI thing,thereby afraid thattheymightsaythewrong t talksincetheyare — we need to make an environment where theycantalk. where weneedtomakeanenvironment the otherdoinggoodscience.I them outintheopen. results. To playpolitics,youneedtohidemistakes have tofight your weaknessesisdangerous.You endupneedingtoseparateyourthinking tohide When youare competingforfunds,youtendtobelesshonestandwillingexposeyourself.Trying incrementalizing itandprovidinganacceptablecontextthatactivelyencouragesproblemidentification. innovation. Itisalmostasiftheadaptivemanagementprocessabsorbsmanyoftheseperceived risksby Interestingly, Ithinkadaptivemanagementprovidesaprocessforinstitutionalizingchangeand are andwherecommitment tothetruth thenorm, challengingthestatusquoisexpected That meansbuildinganorganization where and itissafeforpeopletocreate visions,where inquiry Work are practicedindailylife. relentlessly tofosteraclimateinwhichtheprinciplesofpersonal mastery the statusquoincludesobscuringaspectsofcurrent reality thatpeopleseektoavoid. ROJECT ’ t really knowwhatwe t really described how difficult it can be to expose your failures in an environment inwhichyouare inanenvironment itcanbetoexposeyourfailures described howdifficult — there are peopleoutthere whowillmessyouup.Attheendofdayare judgedon ROJECT “ described some of the challenges that he faced in getting national staff atRCF described someofthechallengesthathefacedingettingnational staff blamed ’ ’ re doing, we should be prepared to admit that freely andopenly, toadmitthatfreely doing,weshouldbeprepared re andthen d liketothinkIcandoboth.Ifyougodownjustoneroad,lose.You ’ ll never get if we just try to pretend that we know what we are doing. thatweknowwhatare topretend ll nevergetifwejusttry ” or “ punished ” Hegoesontosay: ADAPTIVE MANAGEMENT: ” — if something goes wrong. According toSenge,leaders According ifsomethinggoeswrong. that ” ’ s what it takes. But to learn, youneedtolookat s whatittakes.Buttolearn, ORESTRY “ When the expatriate staff are there, people there, are When theexpatriatestaff “ There was pressure there, Iguess.The there, waspressure There A Tool forConservation Practitioners I NITIATIVE — ononehandplayingpolitics, said, thekeyisthat 94 — especiallywhen ’ m trying to m trying AMBIA | ” 71

WHERE DO WE GO PRINCIPLES OF STEPS IN SOURCES FOR INTRODUCTION TO WHAT IS THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? 90375mWWF_AdaptMan.qxd 11/9/0111:35AMPage72 WHERE DO WE GO PRINCIPLES OF STEPS IN SOURCES FOR INTRODUCTION TO WHAT IS THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? Holling states, tooccur. isthattheyexpectsurprisingresults thatwereviewed sources ofthe literature A commonfeature As Use SurprisestoPoint toFlaws in Your Understanding stable andeffective. ultimately bemore thatwill to act duringacrisis,youmaybeabletoadvancenewideaorproject prepared to light.Ifyouare leadership,vision,andjudgmentcome the mostchallenging,butitisalsoduringthesecriticaltimes thateffective managementis Itisatthesetimesthat project formajorchangesandgrowth. opportunities can actuallyprovide If, however, tomakeuseofcrisis,thenthesemoments ororganization expectssurprisesandisprepared aproject these crisissituations. awayfrom run or toignore Unfortunately,problems. seemstobeatendencytry andorganizations, there inmanyprojects suchaslosses offundsormanagementtransition sources Ortheycanbecausedbyinternal problems. other naturaldisasters,wars, and earthquakes, hurricanes, suchasdroughts, sources situations. Thesesituationscanbecausedbyexternal constantlyfacingcrisis are projects might contradictestablisheddoctrines.Likewise,mostconservation that observations toavoidsurprisesandignore teamstry project All toooften,however, itseemsthatconservation thebasisforanorganizationemerge todevelopnewactivities,strategies,anddirections. thatcanform willing totakerisksasthepotentialbenefitsoutweighcostofinaction.Duringcrises,newideasmay more conditions.Thisusuallymeansthatpeopleare than undernormal newthingsandfailisgreater to try tomake lastingchangesinasystem.Intimesofcrisis,thelatitude opportunities situations canthusbeimportant toact,crisis prepared thesituation.Ifyouare often motivatedtotakeimmediateanddecisiveactionremedy isacrisis,peopleare inchange.Butwhenthere peoplegenerallyhavelittleinterest problems, nopressing are goingwellandthere Whenthingsare opportunities. theyalsopresent Although crisissituationscanbedifficult, Big surprisescanoftenleadtomajorcrisissituationsthatoccurwhenpeopleloseconfidenceinthesystem. willingtolookforthem. but onlyifyouare thatwillleadtonewinsightsandunderstanding, deeply heldbeliefs.Oftenitisthestrangeandsurprisingresults thatmayoccur,the keystoconductingagoodexperimentisbeingopenanyresults eveniftheychallenge thanexpected.Oneof matter howwellweplan,incomplexsystemsthingswillalmostalwaysworkoutdifferent planfor,surprise maynotbesomethingyoucanreally itissomethingyoucananticipateandbeopento.No Expectingsurprisemaysoundabitparadoxical.Yet toactquicklyduringperiodsofturmoil. prepared although ororganization bothexpecttheunexpectedandbe thataproject adaptivemanagementalsorequires Effective Capitalize onCrisis Principle 4:ExpectSurpriseand 72 linear nature of many relationships, ecological systems may appear to behave according to one set of rules, butmay toonesetofrules, ecologicalsystemsmay appeartobehaveaccording ofmanyrelationships, linear nature | ADAPTIVE MANAGEMENT: “ the unexpectedcanbeexpected. coups d A Tool forConservation Practitioners ’ etat , and other political problems, and recessions andothereconomic andrecessions , andotherpoliticalproblems, ” Owing to the interaction between irregular cycles andthenon- Owingtotheinteractionbetween irregular began to modify their project plans and the activities that they were undertaking. undertaking. plansandtheactivitiesthattheywere began tomodifytheirproject guesthouses, theycould found thatwhatpeoplewantedmostwastobeconnected totheoutsideworld things like were partially cut.Likewise,StephanForsteroftheZ partially were abundantintimberplotsthat aboutactuallyendedupbeingmore concerned speciesthattheywere bird certain guidance for action. Many of the literature sources that we reviewed state that it is precisely duringthese crisis statethatitisprecisely thatwereviewed sources guidance foraction.Manyof theliterature isno andthere crumbles isamajor surprise,itcanleadtoacrisissituationinwhichexisting theory If there Use CrisesasOpportunitiesfor Action thought cashwasthebiggestneedincommunityand it wasn develop enterprisestohelppeopleraisecash.Overtime,however, that theydiscovered people Likewise, JohnErichoofthePNGP I catalyst forchangeintheirunderstandingofthesystem.Forexample,DougSteventonBCF anda oftheirproject thatsurpriseisacommonfeature agreed Many ofthepractitionersthatweinterviewed practice,Sch In asimilarfashiontalkingaboutprofessional to anewwayoflookingatthesystem.Pirsigwrites: Yetshifts andmakethemseemunexpectedorperverse. thesesurprisescanalsobeviewedascluesthatpoint collapse.Traditionalbe ontheverge ofprecipitous these methodsofmonitoringorassessmentcanmisinterpret yieldaconstantsupplyoffish,yet maycurrently state.Forexample,afishery suddenly flipintoaradicallydifferent NITIATIVE ’ s need for cash was the most important factor driving their decisions. As a result, the project triedto theproject factordrivingtheirdecisions.Asaresult, s needforcashwasthemostimportant major activityofourcommunity-basedprogram. shifted ourapproach surprise, mostpoachingwasdoneasahouseholdactivitytomakemoneyoutofthemeat.So,wetotally combination withlocalshunting that poachingwasbeingdrivenbythebigshotwhohasgunsandwouldpayvillagerstogetmeatin We hadsomebigsurprises.Thewholeconceptofpoachingthatweoriginallyheldwaswrong!We thought understanding ofthephenomenaandachangeinsituation. been implicitinhisbehavior. togeneratebothanew outanexperimentwhichserves Hecarries orunique.Hereflects onthephenomenabefore him,andonthepriorunderstandingswhichhave uncertain The practitionerallowshimselftoexperiencesurprise,puzzlement,orconfusioninasituationwhichhefinds point tothefalsenessofaxiomsandpostulatesunderlyingone direction that lookinglaterally...lateral knowledgeisthat start orissoscrewedindeterminate upbyunexpectedresults thatyoucan goeswrongoris situation,whenyourwholeprocedure goeshaywire, wheneverything In alaboratory “ described howheandhiscolleagues self-esteem ’ s notevenunderstoodasadirection untiltheknowledgeforces itselfuponone.Lateraltruths ” andthe “ strut around withaworldlylook. around strut — cashbecametheissue “ development that comes from thingstheycanseeandidentify with. development thatcomesfrom ROJECT “ meat fortheirpot. described how in their project, theyinitiallyassumedthatlocal described howintheirproject, “ had alittlebiologicalsurprise ADAPTIVE MANAGEMENT: — AMBIA and agricultural support atthehouseholdlevelbecame andagriculturalsupport ö ” n states: Once the project team caughtontothissurprise,they Oncetheproject ” KANTIPO P Butwefoundthatthisdoesn ’ t. ’ s fromawhollyunexpecteddirection, froma ” ’ Instead, they found that people were after Instead,theyfoundthatpeoplewere s existing system of getting at truth. s existingsystemofgettingattruth. 96 ROJECT ’ t makeheadortailoutofanything,you A Tool forConservation Practitioners ” whentheirdatashowedthemthat — told us: thatoncethevillagershad “ the surprisewasthatwe ’ t exist.Instead,toour ORESTRY ” They 95 | 73

in effect, ineffect, 97 A Tool forConservation Practitioners “ to learn to manage by change rather than simply to react toit. tomanagebychangeratherthansimplyreact to learn “ inconsistent ORESTRY I NITIATIVE ” movementsoftheplanetsthatcontradicted ORESTRY — said, butalsocanflipupordowntoadifferent I NITIATIVE “ We thriveoncrises. AMBIA — 98 if they are prepared and prepared iftheyare staff describedhow the staff “ ADMADE P There istypicallyaslow There In eachcase,anovel ” ”

ROJECT 99 Although faced learn only through theexperience andactionsofindividuals. onlythrough learn “ any tangiblegoods.Duringthisdevelopingcrisis,oneofthelocalclanscameoutinpublicandsaidtheywould onthebasisthattheyhadn thearea from toevicttheproject wastakingplaceplannedinsecret project manner.effective the facedwaswhensomeofthelocalleadersinvillageswhere Anothercrisisthatthisproject example, Argyris andSch For emphasize personalgrowth. thatwereviewed Several ofthebusinessandorganizational managementsources Hire People Who Are CommittedtoLearning members. andinvestedstaff productive ofmore interms work.Butthisinvestmentshouldpayoff theirregular aswellthetimeawayfrom required costs oftheupfront canbeexpensiveinterms time todevelopnewskillsandknowledge.Investinginstaff motivation,andmostimportantly, Italsomustinvestingivingthesepeople theresources, andgrowing. learning To committedto peoplewhoare ororganization has tohire adaptivemanagement,aproject conducteffective overtime. andgrow Anditmeansthattheydonotinvestinhelpingthispersonlearn problem. particular Unfortunately,problems. availablepersontosolvea thenearest hire thistendencyoftenmeansthatprojects andmoney.staff todealwithshort-term canbeatendencytouseallavailableresources there Asaresult, withlimited toachievesubstantialresults pressure undersevere andorganizations are projects Most conservation it ishighlyunlikelythattheorganization willgrow. newskillsand gainnewexperiences, Unlessthepeopleinorganization learn andlearning. to personalgrowth individuals whohaveacommitment skillsandexperiences.Italsorequires peoplewhohavethenecessary requires Ultimately, onlycomposedofpeople.Soclearly, andorganizations are projects adaptivemanagement effective Growth Principle 5:Encourage Personal Forexample,theZ involvedintheproject. stakeholder groups withinandbetweenthedifferent eventsoccurring byinternal triggered In othercases,thesecriseswere requirements. construction road planstoreduce adjusting harvesting manner, absorbingthebudgetlossesby flexibleandefficient allowedthemtoworkinamuchmore regime, the PNGP Inasimilarfashion, inthelongterm. thatendedupbeingmuchstronger Boards CommunityResource creating movedto theproject Asaresult, corrupt. thatsomeofthechiefswere crisis developedwhenitbecameapparent becausetheyheldthemostpowerincommunities.Aminor work withlocalchiefstohelpimplementprojects “ defend RCFwiththeirlives. crisis wasablessingindisguise ROJECT went through a crisis period during a leadership transition problem. AsJohnErichostates,this acrisisperiodduringleadership transitionproblem. went through ö n write, ” This was an important statement that solidified long-term support fortheproject. support statementthatsolidifiedlong-term Thiswasanimportant ” in that in solving it, they were able to restructure theorganization inamore abletorestructure inthatsolvingit,theywere “ Organizational learning is not merely individual learning, yetorganizations individuallearning, isnotmerely Organizational learning ADAPTIVE MANAGEMENT: ”

101 AMBIA In asimilarfashion,Sengeextensively discussed ADMADE P A Tool forConservation Practitioners ROJECT initially haddecidedto ’ t delivered | 75

personal mastery.

103 104 A Tool forConservation Practitioners ‘ I went to a university to do my learning I wenttoauniversitydomylearning “ I ’ ve been a life-long tinkerer andlearner.ve beenalife-longtinkerer “ We are organization alearning “ “ We members todoeveningstudiesnow. allowstaff Forexample,our my jawjustkindofdrops. “ ” organizations learn only through individuals who learn. Individual individualswholearn. onlythrough organizations learn Personal mastery doesnotmeangainingdominanceoverthings, Personalmastery “ compulsory internal personal growth training personalgrowth internal compulsory “ how our business people learn. Andnowthat how ourbusinesspeoplelearn. ”

” ROJECT anymore thanyoucansay, ROJECT — why do I have to read allthatstuff whydoIhavetoread ” ” ” Hewentontosay Norm BilodeauoftheBC Norm Furthermore, this learning can thislearning Furthermore, team describedhowtheycreated hires peoplewithabusiness hires ” Sengealsocautions, “ I “ ’ ve spokento I aman ” ’

re 102 — ” Senge and and organizations that are serious about learning invest in both creating documents that record their history andin theirhistory documentsthatrecord investinbothcreating seriousaboutlearning organizations thatare thetrainingthemselves: members havetobemotivatedandpropose the keyisthatstaff and experiencesoutoftheheads ofindividualsandintothe andorganizationsTo todevelopwaysofgetting information forprojects itisimportant these problems, overcome something,butnottransfertheknowledgetotheirpartners. learn to inaproject participating the samemistakesoverandagain.Italsoseemstobe commonforonegroup andendupmaking everything theyenduphavingtorelearn memberscomeonboard, seems thatwhennewstaff andorientation.Alltoooften,it direction, staff, constantlychanginginstructure, andorganizations are Projects them. knowledge from toyourpartners thatknowledgegetstransferred tomakesure is alsoimportant it partners, implementedbyalliances ofdifferent are and avoidingthemistakesthatyoumade.Sincemostprojects yourexperiencesbycapitalizingonsuccesses memberscanbenefitfrom staff your knowledgesothatfuture now. totransfer ororganization forever, Sinceyouandyourcolleagueswillnotbewithaproject itisimportant yourcareer.what youknewwhenstarted wouldhavebeenhelpfultoknowthenwhatyou know Itprobably in.Thinkbackhowever, tootrivialforanyoneelsetobeinterested basis are to aboutwhatyouknownowrelative Youso thatitcanbeusedinthefuture. andissuesthatyoudealwithonaday-to-day mayfeelthattheproblems thatindividualsdevelop thelearning andorganizations tocapture projects adaptivemanagementrequires Effective Organizations andPartnerships Principle 6:CreateLearning the society. AsJohnErichoofthePNGP investmentintheoverallskilllevelof thekeyistoviewthisasalong-term Although thislosscanbefrustrating, leave theorganization, itstarted. takingtheirnewskillswiththemandleaving theorganization backwhere Traditionally, training,theycan individualstrainingisthatoncepeoplereceive oneofthe challengesofproviding education. she toIndiawhere thinking aboutsendingourEducationOfficer conservation experienceandbeafriendyoucangotoindecadeortwo. conservation their companymayovertimeendupinapositionofpowerandremember on toanoilcompanyorforestry a loss...we gain to the country. So, we are happy to serve as a training ground forthegoodguys. asatrainingground gain tothecountry. happytoserve So,weare to theimproveyourskillssothatyoucanbecomeabetterpersongivingushighproductivity. We tellthem, know ’ ” re a training ground for conservation personnel in this country soit personnelinthiscountry forconservation atrainingground re These training sessions obviously require substantial investments from theorganization. Erichosaid substantialinvestmentsfrom Thesetrainingsessionsobviouslyrequire — we have only so much money each year for staff development wehaveonlysomuchmoneyeachyearforstaff ‘ It ’ s uptoyou,youtaketheinitiative.Ifthere isaworkshopthatcominguseful,letus ROJECT said, ADAPTIVE MANAGEMENT: “ if peoplemoveonaftertraining,westillthinkthatit “ collective memory ’ ll receive specialisttraininginconservation ll receive — A Tool forConservation Practitioners ’ s notalosstousasmuchit butwewillseeifcanassistyou ” — of the group. Projects and Projects ofthegroup. andthatyougetuse ” Evensomeonewhogoes ’ ’ ’ s not s a | 77

107 ’ ” s awritten Brian ’ m 106 create an important sense of trust. Forexample,StephanForsteroftheZ senseoftrust. animportant create can withyourpartners The practitionerswespokewithsaidthatinvestingtimeandenergy insharinglearning didn doinghasenoughinfluencethattheycanputastoptoyourworksimplybecause understand whatyouare need to avoid is a situation where you need toavoidisasituationwhere being doneandwhy, andideally, themselves. tofindawayparticipate sotheyhavetheopportunity can learn, theorganization cannotlearn. can learn, organizations. Thisiswhere unitinmodern fundamental learning conservation andwanttoholdontoit. conservation their importance, but the relationship thatwedevelopwiththepeople iscritical.It buttherelationship their importance, going.Theplannedthingsthatwedoinworkshopshave of visitisactuallythethingthatkeepingproject people functionasawhole. to help or hinder the project that is being developed should be brought inearlyonsotheyunderstandwhat thatisbeingdevelopedshouldbe brought to helporhindertheproject Hesaid, partnerships. across example, BrianNyberg oftheBCF asacohesiveteam.For alllearning are thatthesevariouspartners istomakesure organizations. Thekeyhere several from however, teamsthatmaybecomposedofpartners wecanapplythesesameideastoproject In Senge in thesamedirection members oftheteamfocusingtheirefforts thedisciplineof what Sengeterms spentagooddealoftimediscussing thatwereviewed The businessandorganizational managementsources Build Teams ofProject Partners does not work with some groups isthat does notworkwithsomegroups thatRCF Binosaid,onereason yourcompetition.AsRobert tootherorganizations thatare giving awaysecrets beingasensethatyou are tosharinginformation For example,theydescribedonebarrier can hinderpartnerships. JohnErichoofthePNGP work information. Interestingly, sharingpersonalexperiences ratherthanjust from canperhapscomemore thissenseofpartnership modification oftheworkplan. andgiveusefulfeedbackonthe andparticipating informed them inenoughmeetingssothattheyare they don isgoingalongsmoothly theproject result, our share regularly makes our project work. makes ourproject would spend time strolling through agricultural areas and visiting with people on his day off. Hesaid, andvisitingwithpeopleonhisdayoff. agriculturalareas through would spendtimestrolling community membersthatdidn ’ t ever have a chance to contribute or be brought uptospeed. t everhaveachancetocontributeorbebrought ’ ’ s book, he is clearly talking about project teamswithinalarge company.s book,heisclearlytalkingaboutproject setting, Inaconservation t feel like they have to control everything. We andinclude themwithenoughinformation provide everything. t feelliketheyhavetocontrol monitoring data with local stakeholders and are constantly providing reports tothem.Asa reports constantlyproviding monitoring datawithlocalstakeholdersandare ” Atthesametime,however, thePNGP 109 “ Participation in partnerships isabsolutelyessential.Anybodywholikelytobeable inpartnerships Participation ” ’ t relate to specific objectives or activities in the project workplan.Forexample,he tospecificobjectivesoractivitiesin the project t relate ORESTRY “ team learning. “ ” make it halfway through the project andfindthatsomebodywhodoesn theproject make ithalfwaythrough JohnErichogoesontoadd, “ ” some people want to be territorial. Theyknow thebestwaytodo some peoplewanttobeterritorial.

108 I “ NITIATIVE because the stakeholders have let go. They trust ustoworksince because thestakeholdershaveletgo.Theytrust ROJECT He goes on to say that the key to team learning istogetthe He goesontosaythatthekeyteamlearning ADAPTIVE MANAGEMENT: ” AsSengewrites, related the story abouthowhewould spendtimewith thestory related strongly emphasizedtheneedfordevelopinglearning strongly ROJECT ” — ‘ inastateof the rubber meetstheroad; the rubber “ You “ Teams, the notindividuals,are AMBIA staff alsosaidthatbad personalrelations staff ’ re right. There are some are right.There re A Tool forConservation Practitioners KANTIPO P alignment ’ s thethingthatultimately in which a group of in whichagroup ROJECT ’ unlessteams ” said “ Whatyou This type “ we ’ s | 79 ’ t

WHERE DO WE GO PRINCIPLES OF STEPS IN SOURCES FOR INTRODUCTION TO WHAT IS THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? 90375mWWF_AdaptMan.qxd 11/9/0111:35AMPage80 WHERE DO WE GO PRINCIPLES OF STEPS IN SOURCES FOR INTRODUCTION TO WHAT IS THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? out tootherpractitioners. andWebIncreasingly, becoming popularmethodsforgettinglessons sitesare suchaslistservs formats electronic ofsociety. oftentargeted atspecificcross-sections communication canoftenenjoywideaudiences,butthey are of Theseforms newsletters,andbrochures. injournals, istopublishtheirresults and developmentprojects oftentakenbyconservation out tothepeoplewhocanusethemmostisnotalways aneasytask.Oneroute Gettingyourresults meaningfulinsightsintohowtodoconservation. inthebestpositiontoprovide who are inthisguideisthatitpractitionerslikeyou presented behindtheapproach 5,akeypremise shown inFigure useful.As someonewillfindthem very butchancesare, area, mayhaveoutside ofyourownproject results You toadaptandlearn. neverknowwhatinfluencesyour outtheappliedexperimentsnecessary position tocarry ofteninthebest chanceforsuccess,theyare havethegreatest almost intuitivelyknowwhatinterventions andthey attunetolocalsiteconditionsandcircumstances oftenmuchmore managersare insights. Asproject newandimportant todiscoverandshare senseofcuriosityandaneagerness Allittakesisastrong background. We science managerswithnoformal project comesfrom believe thatsomeofthebestandmostusefullearning theydon scientists. Asaresult, andanalysis isbestlefttotrained working.Theyfeelthatresearch they manageorthesituationsinwhichare Often, however, meaningfulinsightsintotheprojects practitionersfeelliketheydonothavetheskillstoprovide oftheworld. availabletotherest teamtomakethelessonsithaslearned project can bedefinedbythebuildingofnewknowledgeonfoundationoldknowledge.Thekeyisforeach be hopeless.If,however, oneanother, inourwork.Progress from wecanlearn thenwehaveahugeheadstart would all ofitsownlessons,thenconservation scratchandlearn from teamhadtostart challenges. Ifeachproject and withsimilarproblems however, allstruggling theworldare atgloballevels.Practitionersallaround isalsoimportant, atpersonalandorganizational levels.Learning learning adaptivemanagementrequires Effective Learning Principle 7:ContributetoGlobal whenhesaid: Initiativetakesthisoptimismastepfurther BilodeauoftheBCForestry Norm do. ideas,andwereally sharing. Ithinkthatweshouldshare ontherighttrackandtheydon organizations thatthinktheyare 80 | ADAPTIVE MANAGEMENT: adaptive managementhasbeenbothsurprisingandsatisfying. unexpected partnerships andeveninunanticipatedfundingsources. This unexpected partnerships intheproject.Thishasledto organizations becameinterested (privateandgovernment) inparticipating hasbeenthatpeopleinother benefitofour efforts bydoingarelearning abitinfectious.Asupplementary Adaptivemanagementand important. isvery Using adaptivemanagementtobuildteamsofpartners A Tool forConservation Practitioners ’ t take the time to try to share theirknowledgewithpeers. toshare t takethetimetotry ” ’ t want to share. Fortunately,t wanttoshare. stillissome there “ lightning rod ” aspectof best, thesetechnicalarticlesandbooksare Furthermore, theirresultsare usuallypublishedinscientificjournalsthatfewpractitioners haveaccessto.At conduct theirresearch somewhatindependentofthemanagementobjectivesconservation managers. knowledge andlearningisgenerated by scientistsorprofessional researchers. Scientists,however, often this canhappen. Thetraditional approach (shown inthetopchaindiagram above) isthatthebest the worldgetinformationtheyneedtodotheirjobsbetter?Therearetwoprimaryavenuesby which Access torelevant information iscriticaltogoodadaptive management.Butwherecanpractitioners around Practitioners FIGURE 5. address criticalconservation concerns. have bothprofessionals andpractitioners doingresearch together the arrow connectingacademicresearch andadaptive management,perhaps theideal situationisto they willbemuchmoreeffectiveincommunicating theirresultstopeers. Ofcourse, asshownby themselves, theyaremuchmorelikely tousetheresults oftheirexperimentsinownprojects results ofacademicresearch topractitioners. Inotherwords,ifpractitioners doadaptive management ultimately bemuchlowerowingtothenatureof informationandtheproblems incommunicatingthe relevant informationthatactually reachesproject managers (representedby thegray shading)might quality thantheresearch doneby adaptive managers (aproposition wemightdispute),theamountof One ofthekey assumptionsbehindthisguideisthatevenifacademicresearch wereofhigherinitial who canthenuseitintheirwork. stories, andothercommunicationproducts thatcanbeeasilysharedwithotherconservation practitioners that arerelevant topractitioners. Furthermore, theresultsofthisworkareusuallycaptured inreports, done by practitioners themselvesthrough adaptive management.Presumably, thisresearch willbeontopics decisions. Thesecondapproach (showninthebottomchain)holdsthatitismoreeffectivetohaveresearch practitioners willreadandunderstand thesedocumentsandthenusetheinformationtoinformtheir Management Practitioner Academic Research Adaptive practitioners aroundtheworld getting informationto Steps intheprocessof Two Approaches toGenerating andGettingRelevant Information to Published in Captured in Reports & Scientific Journals Stories “ for Practitioners translated to Practitioners Communicated “Translated” or retainedineachstep information developed Amount ofrelevant ” intomorepopularpieceswiththeideathat ADAPTIVE MANAGEMENT: Understood by Understood by Practitioners Practitioners — Read and Read and collaborating onimportantissuesto A Tool forConservation Practitioners Practitioners Use Science Decisions to Inform GOAL: — and | 81

WHERE DO WE GO PRINCIPLES OF STEPS IN SOURCES FOR INTRODUCTION TO WHAT IS THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? 90375mWWF_AdaptMan.qxd 11/9/0111:35AMPage82 WHERE DO WE GO PRINCIPLES OF STEPS IN SOURCES FOR INTRODUCTION TO WHAT IS THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? desks, andtheydon And JohnErichoofthePNGP your project team your project Taking ofbuilding withotherpeoplecanalsopayunexpecteddividendsinterms yourlearning thetimetoshare theworld. around papersatscientificconferences havepresented representatives Mountain project need. thanthey peoplewithmore withoutoverwhelming whoispotentiallyinterested, outtoeverybody to gettheword haven us accesstootherinfothatwouldhelpdoourwork parts of the country. As Robert Bino related, ofthecountry. Binorelated, parts AsRobert Likewise, BrianNyberg oftheBCF I withthispoint.BrianNyberg oftheBCF agreed Most ofthepractitionersthatweinterviewed can doit.AsPirsigwrites: anyone equipment,inreality that canonlybedonebyPh.Dsinwhitelabcoatsusingallkindsoffancyresearch emphasizedthatalthoughpopularconceptionholdsscienceissomething wereviewed sources The literature Encourage Everybody toDoGoodScience 82 experience that everyone is gaining from a certain project. acertain isgainingfrom experience thateveryone general, theybecomemeaningless.PerhapsDaleLewisoftheZ too thatyouneedtotarget yourlessonsandthatiftheyare alsowarned However, thefolksweinterviewed getting ideasandexperiencethattheycanuse. offer hassomethingto theideathateveryone itjustreinforces ofconservation, seek theiradvice.And,Ithinkinterms afarawayplaceto particular, wegotthesensethatlocalsaofpridetoseesomeonecomingfrom interactedwiththevisitors.In withtheway theCraterMountainresidents impressed landowners. We very were a legacyoflearning. NITIATIVE | ADAPTIVE MANAGEMENT: — ” ’ t really done it yet, it is important tohavebetter dissemination. Shefeelsthatdoingso doneityet,isimportant t really Hefeelsthat other landowners from different parts of PNG can learn from talkingtotheCraterMountainlandowners, from ofPNGcanlearn parts different otherlandownersfrom Zambia rightnow becomes toogeneral.ThisiswhyIleftacademia.Myaudience isthesepeopleinZambia.I context.Thisdetailisprobablyboringforanyoneelse.Ifyouteachthewholeworld,thenit their particular I scientificexperiment.Heistestingahypothesisbyputtingthequestiontonature.conducting atrue worksisinformally motorcycle toseeifthebattery mechanic,ontheotherhand,whohonkshorn are goingtobe.A not doinganythingscientificifheknowsbeforehand whattheresults ofhisefforts A manconductingagee-whizscienceshowwithfiftythousanddollars ’ ve beeninZambiaalongtime said quite directly said quitedirectly ’ s self-esteem.Forexample,thePNGP ” ’ t know how to sort the wheat from the chaff. thewheatfrom t knowhowtosort CharlotteHarlandoftheZ “ a lot of practitioners are just overwhelmed by the blizzard of stuff thatcomesontotheir ofstuff bytheblizzard justoverwhelmed a lotofpractitionersare — “ astaginggroundforZambianresearch. A Tool forConservation Practitioners I certainly believe it is important to contribute to global learning...we wanttoleave tocontributegloballearning...we believeitisimportant I certainly ROJECT ORESTRY said that — Ithinkknowwhatmotivatespeoplehere I NITIATIVE “ ” These peoplewentinandtalkedwiththeCraterMountain “ AMBIA everyone has to be continually sharing that information, the hastobecontinuallysharingthatinformation, everyone — said ADMADE P ROJECT we ” He then went on to proudly describehowCrater Hethenwentontoproudly “ ’ the challenge, I think, for every organization, ishow the challenge,Ithink,forevery ll get others to share with us if we share withthem. with usifweshare ll getotherstoshare AMBIA had visitors come from landownersindifferent had visitorscomefrom ” ROJECT ADMADE P ’ agreed, sayingthatalthoughwe agreed, worth ofFrankensteinequipmentis worth ROJECT — itisstructures thatfit said itbest: “ would serve togive would serve ORESTRY ’ m here for 110 ” task already onourhandstoaccomplish. task already goals andthemissionstatementofourorganization door forhelp His colleague Robert Bino continues, His colleagueRobert Thisisagoodthing,butwedon their areas. in conservation NGOsortopromote forustocomehelppeoplesetupconservation requests about twenty-three abovebysaying mission.Forexample,Erichocontinuedhisstory toyourprimary related directly forotherpeopleandhavenotimetodotheworkthatis information that youcanspendallyourtimeproviding out,youmaysoonfind Making contactsisonlyhelpfuluptoapoint.Ifyoufocustoomuchongettingtheword Get the Word OuttoHelpOtherPeople Find You — particularly after we have informed the public concerning the nature ofouractivities, successes, thenature thepublicconcerning afterwehave informed particularly “ It can be frustrating when we are unabletoassistpeoplewhocomeour whenweare It canbefrustrating ” ’ t have the staff ormoneytohelpthemandittakesalotof time. t havethestaff ADAPTIVE MANAGEMENT: — because of our limited resources andanexistingmammoth becauseofourlimitedresources the Internet. hadpostedon thathisproject information the found outabouthisworkthrough noted thatwe(theauthorsofthisguide) Nyberg oftheBCF Brian will helptheirfundraisingefforts. dissemination stated thatbetterinformation of thePNGP business.AsJohnEricho to giveyoumore oreven information to contactyouformore them doingandprompt the workyouare otherpeopleto available isthatitmayalert One potentialbenefitofmakingyourresults conservation project? conservation ‘ doorandsaying, knocking onouroffice nowpeopleare other people.Asaresult, alotwith alotandcanshare have learned going onatCraterMountainabouthowwe outaboutwhatis gettheword to really national newspaper. She whousedtoworkwitha education officer Harland oftheZ Now, canyoucomeandhelpussetupour A Tool forConservation Practitioners ROJECT AMBIA ORESTRY ’” said Likewise,Charlotte ADMADE P ’ s usedhercontacts “ we haveagood “ I we nowhave NITIATIVE ROJECT ” | 83

that youcanjuststudyinabook. 113 ORESTRY ROJECT In asimilarfashion,Sch agrees, saying that more thananything,hisexperiencehasgivenhima sayingthatmore agrees, described how they instruct their staff to write progress reports basedontheir reports towriteprogress theirstaff described howtheyinstruct I “ NITIATIVE much bettertrainedandequipped “ “ in this report, pleasetellmewhat youseewithoutfeelings. in thisreport, what isyourgutfeeling? ROJECT agreed thatadaptivemanagementinvolvesa agreed ’ t meanyougetalicensetodowhateverwant.Ashe said: ’ s almost impossible to state them precisely; theymustbefelt s almostimpossibletostatethemprecisely; described how much he feels he has learned overtheyearsof described howmuchhefeelshaslearned ADAPTIVE MANAGEMENT: ö n writes that a reflective practitioner n writesthatareflective ” Healsocautioned,however, thatbysaying ”

’ 114 m going to try somethingdifferent m goingtotry ” AsErichosaid, “ ’ an overarching vision an overarching s nostructure toit.I ” to carry out the work. Norm Bilodeau outthework.Norm tocarry ” Hedescribedoneexamplewhena A Tool forConservation Practitioners “ sometimes yourgutcantell “ “ ’ “ arrives atanewtheory arrives ” m worried thatpeople m worried creative process creative the true workofthe the true ofhowtoproceed ” andthencall ” However, ” and | 85

WHERE DO WE GO PRINCIPLES STEPS IN SOURCES FOR INTRODUCTION TO WHAT IS THIS GUIDE FROM HERE? FOR PRACTICE ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? 90375mWWF_AdaptMan.qxd 11/9/0111:37AMPage88 WHERE DO WE GO PRINCIPLES OF STEPS IN SOURCES FOR INTRODUCTION TO WHAT IS THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? At thispoint, wehave completed Here? from Where DoWeGo 88 • • • management. Specifically, wefocuson: adaptive ourframeworkforeffective refine tofurther directions consider future adaptivemanagement.Inthisfinalsection,we principles fordoingeffective Andwehavedetermined projects. doing adaptivemanagementinconservation Wean adaptivemanagementapproach. haveoutlined thestepsinvolvedin adaptive management.We taking havedescribedtheconditionsthatwarrant Basedonthese,wehavedevelopedabasicdefinitionof projects. conservation fields and different from adaptiveapproaches of anumberdifferent | ADAPTIVE MANAGEMENT: Proposing awayinwhichwecantesttheframeworkoutlinedthisguide. Proposing Applying adaptivemanagementtootherscales. Discussing thebenefitsandcostsofanadaptivemanagementapproach. A Tool forConservation Practitioners a basicsurvey ADAPTIVE MANAGEMENT: A Tool forConservation Practitioners | 89

WHERE DO WE GO PRINCIPLES OF STEPS IN SOURCES FOR INTRODUCTION TO WHAT IS THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? 90375mWWF_AdaptMan.qxd 11/9/0111:37AMPage90 WHERE DO WE GO PRINCIPLES OF STEPS IN SOURCES FOR INTRODUCTION TO WHAT IS THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? • • • • • • include: decide whentouseadaptivemanagement,andyoushouldnot.Specificcostsofmanagement tounderstandthesecostsandbenefitssothatyoucan costs.Itisthusimportant benefits, butitalsohasreal Adaptivemanagementhasclear allproblems. management isnotamagicbulletthatwillautomaticallycure As muchaswebelieveinadaptivemanagement,however, tounderstandthatadaptive itisalsoimportant • thatitprovides: of adaptivemanagementare At thispoint,wehopeit Adaptive Management Balancing theBenefitsandCostsof 90 ensure they are in an environment in which people understand the broader context in which they are working. contextinwhichtheyare inwhichpeopleunderstandthebroader inanenvironment theyare ensure Totheir partners. andstriveto thisend,itisvitalthat adaptivemanagersinvolveallstakeholdersintheprocess without amajorlossoffacefortheoriginalleaders. tosomeoneelse thatthisisamistake,itmaynotbepossibletogivetheleadershiprole leaders andlaterrealizes ofpeopletobe appointsagroup experiments cannotalwaysbeeasilyabandoned.Forexample, ifaproject better and achieve the results that they are looking for. thattheyare better andachievetheresults tomakethemselveslook thatmanagerswillconsciouslyorunconsciouslybiastheirresults is amoralhazard “ thenthepractitionermaybe notinanorganization thatvaluesfailure, nottowork.Iftheyare proved what worksandwhy. Almostbydefinition,adaptivemanagersmayendupimplementingactionsthatwillbe works andwhatdoesn error. tojustmanagebytrial-and- run) a modelortocollectandanalyzedata.Itislotcheaper (at leastintheshort an investmentofmoney, time.Itisexpensivetoholdmeetingsdevelop staff andespeciallyproject resources, by medical researchers experimenting with human subjects. It is also important to realize that torealize experimentingwithhuman subjects.Itisalsoimportant by medicalresearchers work. As a result, adaptive managers must beware of what Kai Lee terms ofwhatKaiLeeterms adaptivemanagersmustbeware work. Asaresult, periods of time effects to become apparent. It thus also requires patience on the part ofallthestakeholdersin patienceonthepart Itthusalsorequires tobecomeapparent. periods oftimeeffects Need for Long-Term Time Frames Financial Costs Ethical Issues Bias inInterpreting Results Consequences ofFailure organizations. manneraboutwhatworks,doesn efficient An OpportunitytoLearn A Framework for BetterManagement people beneficial or trying beneficial ortrying tobe thatispresumed toconsidertheimplicationsofwithholdingtreatment ecosystems. Itisthusimportant | blamed ADAPTIVE MANAGEMENT: 116 ’ s lives.Inmanycases,people ” for the failure and be subject to reprimands, sanctions,orevenlosetheirjobtheconfidenceof andbesubjecttoreprimands, forthefailure — “ — second best Adaptive managers must also beware ofthepotentialimpacttheirexperimentson Adaptivemanagersmustalsobeware ’ s clearwhatthepotentialbenefitsofadaptivemanagementcanbe.Inparticular, benefits ’ There are many steps involved in the adaptive management process. Thesestepsrequire manystepsinvolvedintheadaptivemanagementprocess. are There t, you can change and improve your project. yourproject. t, youcanchangeandimprove A Tool forConservation Practitioners ” — — practices in control groups groups practicesincontrol Adaptive management provides a mechanism to learn inanorganized and amechanismtolearn Adaptivemanagementprovides Adaptive management is about trying different managementoptionstosee different Adaptivemanagementisabouttrying — ’ s welfare and lives depend on the natural resources generatedby andlivesdependonthenaturalresources s welfare By definition, adaptive managers are interested in theoutcomeoftheir interested Bydefinition,adaptivemanagersare — Experimentation in conservation projects typically requires long typically requires projects Experimentationinconservation ’ t, andwhy. and projects Anditcanhelpbuildlearning — Bysystematicallytestingassumptionsandseeingwhat — a problem akintotheethical challengesfaced aproblem “ vulnerability toself-interest. “ failed ” policy ” There and the discipline of conservation asawhole. and thedisciplineofconservation A Learning Portfolios organizations. Manyofthesesameconcepts,however, canbeappliedtotwootherscales and projects inthisguidewehavefocusedonapplyingadaptivemanagement toconservation For themostpart, Other Scales Applying Adaptive Managementat makessenseforyou. you willbeinapositiontojudgeforyourselfwhetherthisapproach ofknowledge.However,buy $50,000worth wehopethatwithanunderstandingofboththecostsandbenefits, principles for using these strategies. The process of doing adaptive management in learning portfolios issimilarto portfolios ofdoing adaptivemanagementinlearning principles forusingthesestrategies. Theprocess specific andyetnon-trivial communitydetermine tooltohelp theconservation makingitapowerful projects multiple commonacross canbeusedto testassumptionsthatare portfolio alearning exchange. Asaresult, information potential forcross-project isalsomuchgreater there allfocusedonsimilarproblems, are projects experience.Becausethe learning robust foramore asasamplethatprovides on evaluatingthesamestrategyserve whatworks,doesn easilydetermine variety ofexperiencestomore a cancompare participants biological,social,political,andeconomicconditions,portfolio encompassing different worktogethertoevaluatetheselectedstrategy.portfolio sites atdifferent Byincludingmultipleprojects inthelearning Inasense,allprojects to understandingtheconditionsunderwhichthatstrategy ismosteffective. learning portfolio learning is a group of projects that are all focused on a specific conservation strategy and are dedicated strategyandare all focusedonaspecificconservation thatare ofprojects is agroup ADAPTIVE MANAGEMENT: ’ t, andwhy. focused ofprojects Aportfolio A Tool forConservation Practitioners F Bilodeau oftheBC AsNorm the resource. adaptive managementwill additional $20,000on guarantee thatspendingan Weapproach. can adaptive management whether youshouldusean that canbeusedtocompute simple cost-benefitequation Unfortunately, isno there may takealongtime. experiments most important quick answers.Someof experimentation canprovide “ Be patient.Notall ORESTRY — portfolios ofprojects portfolios I NITIATIVE ’ t said, ” | 91

WHERE DO WE GO PRINCIPLES OF STEPS IN SOURCES FOR INTRODUCTION TO WHAT IS THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? 90375mWWF_AdaptMan.qxd 11/9/0111:38AMPage94 WHERE DO WE GO PRINCIPLES OF STEPS IN SOURCES FOR INTRODUCTION TO WHAT IS THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? 94 | ADAPTIVE MANAGEMENT: • • • Enhanced Conservation • • • • Improved Information andProject Interventions • • • Use of Adaptive ManagementFramework by Projects • • • Development of Adaptive Management Framework Assumptions in This Model: Our Model: management andhowtouseit. Our Goal: FIGURE 7. Development Management We can develop indicators to measure whether conservation isbeing achieved. We whetherconservation candevelop indicatorstomeasure tobiodiversity, threats By reducing isachieved. conservation tobiodiversity. ofthreats leadtoreductions projects Improved of adaptivemanagement. theunderstandingandpractice aboutadaptivemanagement,theywillcontributetoimproving As practitionerslearn We havebetterinformation. candevelopindicatorstoassesswhether projects andcost-effective. effective tobemore enablesprojects Having betterinformation havingbetterinformation. Use oftheframeworkleadstoprojects Practitioners havethecapacity, toapplythisframework. time,andresources Practitioners findthisframeworkunderstandableanduseful. sources. Practitioners haveaccesstothisguideandotherrequired theworld. conditionsthroughout This frameworkcanbeappliedtoallproject sufficient. The stepsandprinciplesintheframeworkthatwehavedevelopedare Development ofaframeworkbasedonmanydisciplinesisusefultoconservation. of Adaptive Framework Promote enhanced biodiversity conservation byhelpingpractitionersunderstandtheconceptsofadaptive enhancedbiodiversityconservation Promote The Goal,Model,andUnderlying Assumptions in This Guide A Tool forConservation Practitioners Use ofAdaptive Management Framework by Projects Information & Interventions Improved Project Conservation Enhanced McConkey, D. 1972.Writingmeasurable objectivesfor staff managers. Nyberg, B. 1999. R. Costanza,Ed. Funtowicz, S.O. andJ.R. Ravetz.1991.Anewscientificmethodology forglobalenvironmental issues.In Princeton University Press. conservation anddevelopmentprojects. development programs tomaximizeresultsandlearning. conservation anddevelopmentprojects. science. Funtowicz, S.O. andJ.R. Ravetz.1994.Theworthofasongbird:Ecologicaleconomicsaspost-normal Columbia University Press. Hughes, C.L.1965. University Press. Dewey, J. 1920. 37:10-16. Barriers andbridgestotherenewal ofecosystemsandinstitutions, Holling, C.S. 1995.Whatbarriers? Whatbridges?InL.H.Gunderson, C.S. Holling, andS.S. Light,eds. Sons. Aguayo, R.1991. References Salafsky, N. andR.Margoluis.1999. Victoria, BritishColumbia:BCForest Service. Lee, K.1993. Gunderson, L.H.,C.S. Holling, andS.S. Light,eds. Suggested Readings Lee, K.1993. Gunderson, L.H.,C.S. Holling, andS.S. Light,eds. Drucker, P Argyris, C.andD. A.Sch Press. Holling, C.S., ed. 1978. and institutions. and institutions Kuhn, T. S. 1962. American ManagementAssociation. Friedmann, J. 1987. Margoluis, R.andN. Salafsky. 1998. National Parks andWildlifeService. approach todevelopment management. Brinkerhoff, D.W., andM.D. Ingle. 1989.Integrating blueprintandprocess: Astructuredflexibility Massachusetts: Addison-Wesley. Lewis, D. 1999, D.C.: IslandPress. Granger, C.H.1970.Howtosetcompanyobjectives. Schön, D. A.1983. Program. Margoluis, R.andN. Salafsky. 1998. D.C.: IslandPress. Ecological Economics, . 1964. Compass andgyroscope: Integrating scienceandpoliticsfortheenvironment. Compass andgyroscope: Integrating scienceandpoliticsfortheenvironment. . NewYork: ColumbiaUniversity Press. Comparative studyoffactors influencingADMADEsuccess. Reconstruction inphilosophy. Ecological economics.Thescienceandmanagementofsustainability New York: ColumbiaUniversity Press. An introductory guidetoadaptive managementforproject leaders andparticipants. Managing forresults. The structureofscientificrevolutions. Dr. Deming:TheAmericanwhotaughttheJapanese about quality. The reflectivepractitioner: Howprofessionals thinkinaction. Planning inthepublicdomain:From knowledgetoaction. Goal setting:Key toindividualandorganizationaleffectiveness. Adaptive environmental assessmentandmanagement. ö n. 1978. 10(3):197-207. Organizational learning:Atheoryofactionperspective. Measures ofsuccess:Designing, managing, andmonitoring Greater thanthesumoftheirparts:Designingconservation and Measures ofsuccess:Designing, managing, andmonitoring New York: HarperandRow. Public Administration andDevelopment Washington D.C.: IslandPress. Washington D.C.: IslandPress. ADAPTIVE MANAGEMENT: New York: NewAmericanLibrary. Barriers andbridgestotherenewal ofecosystems Barriers andbridgestotherenewal ofecosystems Management Review Chicago: University ofChicagoPress. Washington D.C.: Biodiversity Support pp. 3-36.NewYork: Columbia A Tool forConservation Practitioners Advanced ManagementJournal 59:2-8. Lusaka, Zambia:Zambia New York: John Wiley& Princeton, NewJersey: 9:487-503. New York: Basic Books. New York: New York: Fireside . NewYork: Reading, Washington Washington | 95

WHERE DO WE GO PRINCIPLES OF STEPS IN SOURCES FOR INTRODUCTION TO WHAT IS THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? 90375mWWF_AdaptMan.qxd 11/9/0111:38AMPage100 WHERE DO WE GO PRINCIPLES OF STEPS IN SOURCES FOR INTRODUCTION TO WHAT IS THIS GUIDE FROM HERE? ADAPTIVE MANAGEMENT ADAPTIVE MANAGEMENT THIS GUIDE ADAPTIVE MANAGEMENT ABOUT? 100 | ADAPTIVE MANAGEMENT: Work Forward [email protected] Foundations ofSuccess,goto on information theFOSnetwork.Formore building capacitythroughout andcontributeto anddocumentlessonslearned share or strategies.FOSpartners protfolios learning and buildthecapacitytodoadaptivemanagement.FOSoperatesasanetworkof success,developguidingprinciples, theworldtoclearlydefineconservation around what works,dosen by workingwithpractitionerstodevelopandcommunicatetestedknowledgeabout thepracticeofconservation organization dedicatedtoimproving FOS isanon-profit Network(BCN). andtheBiodiversityConservation Management (AAM)Program Foundations ofSuccess(FOS)isalegacyBSP, outofitsAnalysisandAdaptive born Foundations ofSuccess A Tool forConservation Practitioners — clusters of projects focused on testing specific conservation tools focusedontestingspecificconservation clustersofprojects . ’ t, andwhy. practitioners FOSworkswithconservation www.FOSonline.org — CarryingBSP or sendane-mailto ’ s 90375m_WWF_AdaptMgmtCvr.qxd 11/9/0111:12AMPage2 from theField Director, BSPAnalysisandAdaptive ManagementProgram Richard Margoluis We designed 5. Sufficient awareness, knowledge, andcapacitytoconserve biodiversity 4. International, national, andlocalpoliciessupportive ofconservation 3. Appropriate incentives for biodiversity valuation andconservation 2. Equitableandeffective socialprocesses andalliancesfor conservation 1. Clarityofconservation goalsandobjectives success inconservation: is theBSPAnalyticalAgenda.Thisframework outlinesthefollowingfiveconditionsfor publication series:our under whichcertainconservation strategies work.Ourresultsarepresentedintwo We dothisby conductingpractitioner-focused, applied research toclarifytheconditions ways toincreasetheeffectivenessandefficiency ofconservation effortsaround theworld. BSP to exploretheuseofadaptive managementasatooltoachieveconservation success. do andhowourorganizationsfunction?Thesearesomeofthequestionsthatmotivated us contribute topositivechange?Howcanwemoreeffectivelyintegrate learningintowhatwe efficiently achieveourgoals?Howcanwemeasuretheextenttowhichactions operational goalsthatwillhelpusmeasureoursuccess?Whatactionscanwetake to the mostcost-effectivepathtosuccess.Theyoftenask:Howdoweidentifyanddefine On thefront linesofconservation, inprojects around theworld,practitioners needtoknow ensure thatwearegettingthehighestreturnonourinvestments. goals. Clearly, changesmustbemadetotheway wecarryoutconservation activitiesto few decades,theconservation communityhasmetwithonlylimitedsuccessinachievingits have found,however, thatdespiteenormousinvestmentsoftimeandmoneyoverthepast For conservation tosucceed,itmustbeawell-organizedandhighlyefficientendeavor. We BSP Doing Conservation Better own conservation projects inthefuture, wehopeyou findthisguidetobeausefulresource. to realizethefullpotentialofthisvaluable tool.Asyou design,manage, andmonitoryour management thatwebelieveprovides thenecessary foundationforpractitioners tobeable The resultsofourreviewandfieldvisitsarepresented asaframework foradaptive management. fields, andwevisitedvarious conservation projects that haveattemptedtopractice adaptive goals. To completethestudy, wereviewedpublicationsandmaterialsfrom manyrelated guidance forpractitioners tohelpthemmoreefficiently define andachievetheirconservation We wrote thisguideinordertodistilltheessenceofadaptive managementtodevelop integration intothepractice ofconservation hasremainedelusive. primarily withinthecommandofprofessional scientists.For thisreason,itsfull natural resource managementsincetheearly1970s,ithasremainedfairlytechnicaland address Condition#1.Althoughtheconceptofadaptive managementhasbeenusedin The framework weusedtoguideourselectionofkey topicsinthe research onhigh-priorityissuesidentifiedby BSP ’ s AnalysisandAdaptive Management(AAM)Program was established tolearnabout ’ s AnalysisandAdaptive ManagementProgram Adaptive Management:ATool forConservation Practitioners provide short,summaryanalysesofhottopicsinconservation. lblEpoainSeries Global Exploration presents thefindingsofourcore, external ’ s consortiumpartners, andour lblEpoainSeries Global Exploration primarily to Lessons All AAMpublicationsareavailable ontheBSPWeb site To Sheila,averyspecialthanks. designed, planned,andproduced itspublications.Thisseriesisevidenceofherfinework. joined BSPasDirectorofCommunications.Sherevolutionized theway BSPconceived, their assistance, thisserieswouldnothavebeenpossible. Finally, in1999,SheilaDonoghue institutions -andthistheyalways didwithgoodgrace andsmilesontheirfaces.Without contract andbudgetmanagementcommunicationswithcollaborating individualsand Allen, andHilaryBarbourworked hardtohelpcoordinateallproject activitiesincluding highest possiblestandards.Throughout thelifeofAAMProgram, Janice Davis,Jonnell publications, inorderofproduction: Director, BSP Analysis and Adaptive ManagementProgram Richard Margoluis hope you findthemusefulinyour workasyou strivetoimprove thepractice ofconservation. from Kathy Saterson, BSPExecutiveDirectorfrom 1991through 1998.Kathy The ideaofestablishing theAAMProgram andpursuing itsanalyticalagendacameprimarily many peoplewholabored behindthescenestomake sureourworksawthelightofday. communications, management,writing, editing, andproduction. Iwouldlike tothankthe Each oneofthesepublicationsrepresentscountlesshours ofplanning, research, Management (AAM)Program’s This publicationmarksthecompletionofproduction oftheAnalysisandAdaptive A FinalWord of Thanks... guidance wereessentialtoensuringthatthe through 2001,Judy Oglethorpewas theExecutiveDirectorofBSP support areultimatelyresponsibleforcatalyzingthisseries.From thebeginningof1999 Adaptive Management:ATool forConservation Practitioners Maximum Yield?: Sustainable AgricultureasaTool forConservation An OunceofPrevention:MakingtheLinkbetweenHealthandConservation Shifting thePower: Decentralization andBiodiversity Conservation In GoodCompany:EffectiveAlliancesforConservation Global Exploration Series Global Exploration Series www.BSPonline.org . Thisseriesincludesthefollowing . Herleadership and was produced tothe until 2006.I ’ s visionand

Doing Conservation Better BSP’s Analysis and Adaptive Management Program