Environmental and natural resource policy decision making is changing. Increasingly citizens and management agency personnel are seeking ways to do things differently; to participate meaningfully in the decision making process as parties work through policy conflicts. Doing things differently has come to mean doing things collaboratively. Daniels and Walker examine collaboration in environmental and natural resource policy decision making and conflict management. They address collaboration by featuring a method collaborative learning, that has been designed to address decision making and conflict management needs in complex and controversial policy settings. As they illustrate, collaborative learning differs in some significant ways from existing approaches for dealing with policy decision making, public participation, and conflict management. First, it is a hybrid of systems thinking and alternative dispute resolution concepts. Second, it is grounded explicitly in experiential, team-or organizational-and adult learning theories. It is a theory-based framework through which parties can make progress in the management of controversial environmental policy situations. They discuss both the theory and technique of collaborative learning and present cases where it has been applied. This is a professional and teaching tool for scholars, students, and researchers involved with environmental issues as well as dispute resolution.

Environmental and natural resource policy decision making is changing. Increasingly citizens and management agency personnel are seeking ways to do things differently; to participate meaningfully in the decision making process as parties work through policy conflicts. Doing things differently has come to mean doing things collaboratively. Daniels and Walker examine collaboration in environmental and natural resource policy decision making and conflict management. They address collaboration by featuring a method collaborative learning, that has been designed to address decision making and conflict management needs in complex and controversial policy settings. As they illustrate, collaborative learning differs in some significant ways from existing approaches for dealing with policy decision making, public participation, and conflict management. First, it is a hybrid of systems thinking and alternative dispute resolution concepts. Second, it is grounded explicitly in experiential, team-or organizational-and adult learning theories. It is a theory-based framework through which parties can make progress in the management of controversial environmental policy situations. They discuss both the theory and technique of collaborative learning and present cases where it has been applied. This is a professional and teaching tool for scholars, students, and researchers involved with environmental issues as well as dispute resolution.

A step-by-step guide connecting theory to practice Environmental Conflict Management introduces students to the research and practice of environmental conflict and provides a step-by-step process for engaging stakeholders and other interested parties in the management of environmental disputes. In each chapter, authors Dr. Tracylee Clarke and Dr. Tarla Rai Peterson first introduce a specific concept or process step and then provide exercises, worksheets, role-plays, and brief case studies so students can directly apply what they are learning. The appendix includes six additional extended case studies for further analysis. In addition to providing practical steps for understanding and managing conflict, the text identifies the most relevant laws and policies to help students make more informed decisions. Students will develop techniques for public involvement and community outreach, strategies for effective meeting management, approaches to negotiating options and methodologies for communicating concerns and working through differences, and outlines for implementing and evaluating strategies for sustaining positive community relations.

Conflicts frequently arise over environmental issues such as land use, natural resource management, and laws and regulation, emerging from diverging interests and values among stakeholders. This book is a primer on causes of and solutions to such conflicts. It provides a foundational overview of the theory and practice of collaborative approaches to managing environmental disputes. Joshua D. Fisher explains the core concepts in collaborative conflict management and presents a clear, practical, and implementable framework for understanding and responding to environmental disputes. He details strategies to bring stakeholders together in pursuit of collective solutions, emphasizing ongoing processes of dialogue, analysis, action, and learning. This collaborative approach can create new opportunities for stakeholders to better understand each other and the natural world, which enables more effective and context-appropriate environmental governance. The primer examines why and how system dynamics can constrain or expand the possibility of constructive management of conflicts. It features a case study from the Amazon Basin, where local communities, extractive industry operators, conservationists, and land managers have often clashed over access to natural resources, drawing out lessons to illustrate how to adapt the conflict management framework to distinct contexts. Managing Environmental Conflict synthesizes knowledge, methods, and practices spanning consensus building, collaborative governance, complex adaptive systems science, environmental conflict resolution, and environmental peacebuilding. Its presentation of this important and timely topic will be invaluable for academics and practitioners alike, including decision makers, scientists, and conflict management professionals.

Yellowstone holds a special place in America's heart. As the world's first national park, it is globally recognized as the crown jewel of modern environmental preservation. But the park and its surrounding regions have recently become a lightning rod for environmental conflict, plagued by intense and intractable political struggles among the federal government, National Park Service, environmentalists, industry, local residents, and elected officials. The Battle for Yellowstone asks why it is that, with the flood of expert scientific, economic, and legal efforts to resolve disagreements over Yellowstone, there is no improvement? Why do even seemingly minor issues erupt into impassioned disputes? What can Yellowstone teach us about the worsening environmental conflicts worldwide? Justin Farrell argues that the battle for Yellowstone has deep moral, cultural, and spiritual roots that until now have been obscured by the supposedly rational and technical nature of the conflict. Tracing in unprecedented detail the moral causes and consequences of large-scale social change in the American West, he describes how a "new-west" social order has emerged that has devalued traditional American beliefs about manifest destiny and rugged individualism, and how morality and spirituality have influenced the most polarizing and techno-centric conflicts in Yellowstone's history. This groundbreaking book shows how the unprecedented conflict over Yellowstone is not all about science, law, or economic interests, but more surprisingly, is about cultural upheaval and the construction of new moral and spiritual boundaries in the American West.

One of the most important challenges facing civilization is how its natural resources will be used and protected. Too often polarization and litigation cause results with which no one is truly satisfied. Enemies are made, lines are drawn and both people and the environment are degraded. Resolving Environmental Conflict explains the transformative approach toward facilitation. It shows how to help parties empower themselves to define the issues and decide the settlement on their own terms and on their own time through better understanding of one another's perspectives. The transformative approach allows a conflict's outcome to be decided solely by the participants even though resolution may not take place for some months after facilitation is complete. Inherent in the solution is a shared vision for the community without which sustainability is not possible. Beyond shared vision, this book examines notions of development, sustainability, and community and the synergism of ecology, culture and economic needs that promote a healthy environment enriching the lives of all its inhabitants.