international institute for geo-information science and earth observation and not resource...
TRANSCRIPT
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INTERNATIONAL INSTITUTE FOR GEO-INFORMATION SCIENCE AND EARTH OBSERVATION
and not
Resource Management
and
Conflict Planning
J.J. Verplanke
Conflict Management
and
Resource Planning
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Framework: issues
Context of PSP Planning of Resources Management of Resources Use of Resources
GI as record of Changes and Dynamics
Specific actors
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Framework: actors
Planners Experts Managers Decision-makers Users Stakeholders
SCI to show Changes and Dynamics
Specific knowledge
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Framework: knowledge
Expertise Science & Technology Policy Governance & Institutions Indigenous
Experience/operational
Combining/sharing information = knowledge
Specific environment
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Social Social cultural cultural systemsystem
Ethics
Institutions
Values
Planning environment
Policy & GovernanceInstitutional systemInstitutional system
PlanningPlanning
Impact
Ecological systemEcological system
Cost & Benefit
Economic systemEconomic system
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Decision-making environment
Policy & Governance
Physical or Physical or Ecological Ecological ModelModel
Financial or Financial or Economic ModelEconomic Model
Institutional ModelInstitutional Model
Social Social CuCultural ltural ModelModel
Ethics
Decision-making ModelDecision-making ModelInstitutions
Values
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Decision-Making Process
Stakeholder analysis participation relationship
Problem&
Conflict
Information&
Knowledge
Decisio
n to
ols &
tech
niq
ues
Co
mm
un
ication
, E
du
cation
& P
articipatio
n
Neg
otiatio
n, M
ediatio
n,
Arb
itration
Decision&
Consensus &
Resolution
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Planner
Planner as a coordinator, Planner as a facilitator, Planner as a negotiator,
Planner as a meddler?
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Planning in Theory
1. Find a problem
2. Make people aware
3. Let people participate
4. Make people understand
5. Construct a solution
6. Involve people in decision
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Planning in Practice
1. Find a problem
2. Make people aware
3. Propose a solution
4.4. Make people angryMake people angry
5.5. Try to explainTry to explain
6.6. Control damageControl damage
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Planning as a means to:
Make choices Allocate resources Achieve goals Schedule future activities
Create conflicts (inherent)
Mitigate conflicts (consequence)
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Achieving Objectives
Impossible to satisfy everybody
NIMBY LULU BANANA
Not In My Back Yard Locally Unwanted Land Use Build Absolutely Nothing Anywhere Near
Anyone
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Natural ResourcesNatural ResourcesStakeholdersStakeholders
?
Stakeholders with different interestsStakeholders with different interests
Sell fuelMake Profit
Buy fuelGet Discount
Who looks
after my interests
?
Matching InterestsMatching Interests
Conflicting InterestsConflicting Interests
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Stakeholders and stakes (exercise)
Who are stakeholders?
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Stakeholders
Who are stakeholders? Government Directly affected (groups) Indirectly affected (groups)
those who are affected, but also
those who can affect (the outcome)
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Stakeholders
active and passive stakeholders:those who affect (determine) a decision or action, and those affected by this decision or action
primary stakeholders are the heart of
interest or the intended beneficiaries
of a project and secondary stakeholders
key stakeholders: significant influence
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Stakeholder Analysis
an instrument for understanding a system, and changes in it, by identifying stakeholders and assessing their relationships and their respective interests in that system.
an instrument for understanding a system, and changes in it, by identifying stakeholders and assessing their relationships and their respective interests in that system.
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Stakeholder Analysis
Analysis means?
combining information
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Stakeholder Attributes
The 4 most relevant attributes are:
interests influence importance interaction
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Interests
Positions and interests
No, the tree is on my
land!The tree is
on my land!
I want the shade of the tree
I want the fruits of the tree
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Influence = Power
the power to control decisions.
the ability to persuade others into a course of action.
facilitate implementation of a project or affect it negatively.
power, mandate, legitimacy
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Importance
: is the priority given to satisfying a stakeholders’ needs and interests
is most obvious when stakeholder interests in a project converge closely with the project's objectives. (purpose).
is therefore distinct from influence. (Stakeholders, who have weak capacity to participate and limited power to influence key decisions can have high importance).
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Influence & Importance
High
Importance
LowLow Influence High
A B
D C
interests are to be protected
ensure coalition of
support
source of significant
risk
unlikely to be subject of project
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Grouping stakeholders
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Stakeholder interaction
Policy & Governance
Cost & BenefitImpact
Ecological Ecological interestinterest Economic interestEconomic interest
Institutional focusInstitutional focus
Social Social cultural cultural
behaviorbehavior
Ethics
PlanningPlanning Institutions
Values
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Conflict sources
Interdependence Scarcity Communication
barriers
Structural&
Physical
Different interests Factual disagreement Relational aspects
Personal
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Level of confrontation
The level at which the conflict occurs (international, national, local).
The relative position or status of the stakeholders (conflicts at the same level or between levels).
The relative power of the stakeholders (who has responsibilities and who represents significant economical interests)
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The Dynamic Environment
Stakeholder analysis participation relationship
Problem&
Conflict
Information&
Knowledge
Decisio
n to
ols &
tech
niq
ues
Co
mm
un
ication
, E
du
cation
& P
articipatio
n
Neg
otiatio
n, M
ediatio
n,
Arb
itration
Decision&
Consensus &
Resolution
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Conflicts
Conflict dynamicsCause (trigger)
consciousness
experiencing(feelings)
behavior
consequence(reaction)
cause
consciousness
experiencing(feelings)
behavior
consequence(reaction)