Vanclay, J.K., 2005. Gunns, Greens and Silk: alternative approaches to resource conflicts. Paper to “Burning Issues in Forestry ”, 22 nd biennial conference of the Institute of Foresters of Australia, 10-14 April 2005, Mount Gambier S.A.
Gunns, Greens and Silk: alternative approaches to resource conflicts
Jerome K. Vanclay
Southern Cross University, PO Box 157, Lismore NSW 2480
Summary
Many Australian foresters remain unaware of the McLibel case, a 15-year public relations disaster that followed a litigation attempt by the McDonald’s hamburger chain. Recent litigation by Gunns Limited against 20 environmental activists appears to ignore the lessons from that case. The McLibel litigation led to a costly lose-lose outcome, whereas reforms by McDonald’s following a critical movie created a win-win situation in which McDonald’s improved their reputation and their customers gained better food. Parallels that may contribute to such win-win outcomes in forestry are examined. Adaptive collaborative management informed by participatory modelling may be a more productive approach than litigation, and should produce a more durable outcome. Keywords: litigation, negotiation, adaptive collaborative management, McLibel, Gunns20
Introduction
In his best-selling book ‘Guns, germs and steel’, Jared Diamond (1997) examined a question posed by one of his PNG colleagues: “Why is it that you white people developed so much cargo ... ?”. Diamond argued that the underlying reason for the good fortune enjoyed by some cultures was geography, because large land masses facilitated the development of societies better able share technologies and learn from their experiences. The title of this paper is a parody of Diamond’s title, because I explore “Why is it that Gunns have initiated so many lawsuits?”, referring to the litigation initiated recently by the forestry company Gunns (White 2005). Consistent with Diamond’s theory, I suggest that this litigation may reflect a lack of awareness of experience elsewhere, in spite of some warnings in the local press (e.g., Ackland 2005). I briefly review the ‘McLibel’ case (Vidal 1998), discuss the response McDonald’s to the movie Super Size Me (Spurlock 2004), and examine the implications and alternatives for forestry.
McLibel
In 1990, McDonald’s Corporation and McDonald’s Restaurants Limited filed a libel suit against Helen Steel and David Morris for distributing a pamphlet “What’s wrong with McDonald’s?” on the streets of London in 1986. Previous threats had been successful, so McDonald’s did not expect a serious fight, but when Steel and Morris decided to contest the case, McDonald’s found themselves on trial. The trial was heard over three years from 1994 to 1996, making it the longest trial in English legal history (Registrar of ECHR 2005). In 1997, McDonald’s won the case and were awarded £60 000, but the decision found that the defendants had proved many of the points in the pamphlet. Justice Bell noted that McDonald’s endangered the health of workers and customers, exploited children, caused cruelty to animals, were antipathetic to unions, and paid low wages (Vick and Campbell 2001). Steel and Morris appealed the decision.
In 2000, the Court of Appeal handed down a decision that upheld the decision in favour of McDonalds, but reduced the award and supported additional allegations in the brochure. In their verdict, the three Lord Justices ruled that it was fair comment to say that McDonald’s employees worldwide “do badly in terms of pay and conditions”, and that McDonald’s customers run “the very real risk of heart disease”. The case is thought to have cost McDonald’s £10 million and has been described as “the biggest corporate PR disaster in history” (Oliver 2005). To be fair to McDonald’s, it is appropriate to point out that these findings refer to the McDonald’s business model at the time, and do not necessarily apply today.
The defendants appealed to the European Court of Human Rights, to contest the UK government policy that legal aid was not available in civil trials. The case was heard on 7 September 2004, and on 15 February 2005 the highest court in Europe found that “the denial of legal aid to the applicants had deprived them of the opportunity to present their case effectively before the court and contributed to an unacceptable inequality of arms with McDonald’s” (Registrar of ECHR 2005). The Court awarded Steel and Morris EUR 82 000. While McDonald’s was not directly involved in the European case, it led to more unfavourable publicity, making it a 15-year public relations disaster.
The whole saga was a lose-lose situation. It cost McDonald’s a large amount of money and publicity; it cost Steel and Morris several years of their lives; and it cost consumers an opportunity to have better food. The full story, as viewed by Steel and Morris (2004), is now available as a school text. McDonald’s apparently learned from the experience, and dealt differently in 2004 with the movie Super Size Me.
Super Size Me
The movie Super Size Me (Spurlock 2004) documented the experience of a young man who set out to eat fast food for 30 days. Film director Morgan Spurlock planned to eat only at McDonald’s, to agree always to an offer to ‘supersize’ his order, and to restrict exercise to the 5000 steps per day typical of an average American. He quickly became obese and seriously ill (Veltman 2004). The movie is a quirky documentary on the effects of such a diet coupled with relative inactivity, but it was also a direct challenge to McDonald’s. If it were screened during the 1980s, the director could well have expected to face litigation. However, in 2004, McDonald’s responded quite differently. Instead of litigating, McDonald’s responded by changing (or continuing to change) their menu (adding new salads, phasing out supersize servings, reducing fat and salt in existing items), by providing information (nutritional information on food packaging, and a website www.supersizeme-thedebate.co.uk that offered an alternative viewpoint to the movie), and by withdrawing from primary schools in the UK (Ballard 2005). Financial data (McDonalds Corporation 2006) suggest that customers and investors approved: dividends averaged 40% per year during 2003-05, up from about 10%/year during the previous decade. This was a win-win outcome: the movie was profitable (grossing US $28 million; Box Office Mojo 2006) and won several awards (Director’s awards at Sundance and Edinburgh International Film Festivals in 2004 and a Golden Satellite award in 2005; IMDb 2006); McDonald’s enhanced their reputation with their dietary reforms; and customers got better food; an outcome much more satisfactory all round than the 15-year McLibel fiasco. Is there a lesson here for Gunns and other forestry agencies?
Gunns
The forest products giant Gunns Limited issued a writ in the Victorian Supreme Court against twenty environmental activists and organisations on 13 December 2004, claiming their actions had harmed its business (Ogle 2005, White 2005). Gunns sought $6.9 million damages from the activists, who have become known as the “Gunns 20” (Nettlefold 2004). There were three versions of the Gunns writ, as the initial versions were struck out by Justice Bongiorno, with Gunns ordered to pay costs (VSC 251 2005).
The McLibel and Gunns cases are not equivalent, because McLibel was concerned solely libellous leaflets, whereas the Gunns case also involves trespass and obstruction. Nonetheless, the McDonald’s experience suggests that litigation may not result in a satisfactory outcome for either party in the longer term. Thus many observers (e.g., see Carrick 2005) find it surprising that Gunns chose to pursue this option, at a time when the final chapter of the drawn-out McLibel saga was still unfolding in Europe, and when the McDonald’s reaction to Super Size Me was already evident. Gunns may have had good reasons to try to silence or otherwise restrain activists, but they should have been aware that their actions were unlikely to offer a durable solution, however valid their claims. Although these actions are of interest as a case study, of greater importance is the bigger issue of how to get more win-win outcomes in forestry and other forms of land use management.
Options for Forestry
For the present discussion, it is useful to sketch four caricatures representing extremes on a spectrum of possible responses to controversies in forestry: 1. Litigation 2. Expert advice 3. Negotiation 4. Adaptive collaboration
Expert advice may seem to be the least risky option, but it may be hard to convince sceptics to “trust me, I’m an expert” (e.g. Jackson et al. 2005). NASA offers several unfortunate examples in which experts have been technically correct, but failed to grasp the broader context. The most recent of these was the Genesis ‘stardust’ mission in which a capsule containing solar particles was supposed to parachute towards earth, to be intercepted by a helicopter, and returned gently to the ground. Instead, the capsule smashed into a salt lake when the parachute failed to open. At the subsequent inquiry, the engineers asserted that the gravity switches that should have released the parachute ‘worked perfectly’, but failed to operate because they were installed upside-down (Morring and Covault 2004). It is always easier to find fault with others, but forestry has comparable examples in which foresters have pioneered technical innovation without understanding the broader context. One such example is the afforestation of the Caithness and Sutherland peatlands in Scotland, where some plantations succeeded only after a great deal of ingenuity to devise site preparation and silvicultural techniques (Thompson 1987, Pyatt 1993), but which – after more than a decade – were felled to waste to restore biodiversity values (Pickrell 2003, Anon 2005). Despite this ingenuity, the Nature Conservancy Council regarded these plantations as the single largest loss of wildlife habitat in Britain since the Second World War (Bainbridge et al. 1987). Experts do not always convince sceptical communities, and do not always see the broader context.
Negotiation may seem fairer, but offers no guarantee of success. The planting of the Scottish peatlands commenced after negotiations in which the Highland Regional Council Working Party “achieved considerable success by producing a report that has the support of all its members, including the Countryside Commission for Scotland and the Nature Conservancy Council” (Ryder, 1989). Despite this “success” the plantation venture was short-lived. New Zealand had a similar experience with the West Coast Accord which was adopted by a large group of stakeholders in 1986, reaffirmed by a Parliamentary Commission in 1995, and revoked in 2000 (Gullette 2004). Australia has had a similar experience with some of the Regional Forest Agreements (e.g., Bracks 2004). These negotiated settlements may have fallen apart because parties did not fully appreciate the dynamics and longer-term consequences, unlike the two mothers who could well understand the consequences of King Solomon’s threat to cut the disputed child in half (Perry and Reny 1999). Simulation models offer some potential for parties to gain insights into dynamics and likely future scenarios, but require the confidence of both parties (Paul and Taylor 2002). However, they may not help if one party does not understand, or does not trust the simulation model.
Adaptive collaboration seeks to reach a durable agreement, based on a shared vision informed by participatory modelling. Participatory modelling has the benefit that the parties participate in the construction of the model, and thus develop ownership of the model and its predictions (Sandström et al. 2003, Vanclay et al. 2003). Ideally, such an outcome should not simply result in a ‘sign and forget’ contract, but should lead to ongoing adaptive co-management of the resource in question. Adaptive co-management (ACM) involves a conscious effort to communicate, collaborate, negotiate and find opportunities to learn collectively about dynamics and impacts. This can be an efficient way to find win-win outcomes in natural resource conflicts. One example of this approach is the reform and innovation introduced by the people of Batani village in central Zimbabwe (Vanclay et al. 2006). The people of Batanai knew that their broomgrass harvest was not sustainable, but until they were introduced to ACM, they could not see an alternative, and because they had families to feed, they continued with destructive broomgrass harvesting. Introducing the concepts of structured learning and participatory modelling helped the villagers to gain a new understanding of their resources and the marketing opportunities for their products. With the help of ACM researchers (Standa- Gunda et al. 2003), the broomgrass workers developed a shared vision, formulated a model that allowed them to explore their options, brainstormed to find innovative options, and devised a way to realize their vision. They gained the confidence to put these ideas – their own ideas – into practice, and empowered themselves to create and adhere to new communal rules to achieve fair and wise use of their communal resources. As a result, the broomgrass on the vlei is now more productive, people are making better brooms, and they are earning more money than before. In Batanai, structured learning through participatory modelling was the catalyst that helped the community to change its destiny. These techniques are not confined to such simple situations. On the contrary, the benefits of structured learning become more apparent in more complex situations where these methods of coping with complexity may reveal ways forward that might otherwise not be found. Because these paths are based on conscious reflection and consideration of pooled information, they are more likely to be responsive to current pressures and future opportunities.
Conclusion
As McDonald’s discovered, litigation does not guarantee a good outcome. It may be one way to extract revenge or postpone problems, but rarely contributes towards a solution for natural resource issues. In contrast, adaptive collaboration may appear more uncertain at the outset, but is more likely to provide a durable solution. Foresters and other land use managers are urged to familiarize themselves with the approach.
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