MOORE SA, LEE RG
School of Environmental Science, Murdoch University, South Street, Murdoch, Western Australia 6150, Australia
Environ Manage. 1999 May;23(4):453-465. doi: 10.1007/s002679900200.
/ The last 20 years have seen the successful application of environmental dispute resolution processes, where people voluntarily negotiate toward mutually acceptable solutions, to many environmental disputes. The effects of contextual influences, such as the number of parties and presence of deadlines, on outcomes are known and frequently described. Less well documented and understood are the interaction processes themselves. This paper draws on two case studies to develop a conceptual framework describing these processes. Disputes associated with management planning for the Bob Marshall Wilderness Complex in the United States and Fitzgerald River National Park in Australia provided the cases. The conceptual framework derived had eight sequential stages: (1) joint definition of problems, (2) uncertainty about what to do, (3) agreement on group procedures, (4) realization of interdependence, (5) enthusiasm about collective possibilities, (6) commitment to working together, (7) consolidation of the group, and (8) implementation of a resolution. The framework provides new insights for managers of public wildlands, especially the need for varying but ongoing managerial involvement in dispute resolution processes. High levels of involvement and influence are essential at the beginning in problem definition and group procedure design and at the end in implementing resolutions. Conversely, agency members must be willing to exert less influence, while still being involved and committed to collective purposes, during the middle stages. Also apparent from the conceptual framework is the importance of developing shared understandings and of allowing sufficient time for understanding to develop, if successful resolution is to be achieved. KEY WORDS: Environmental dispute resolution; Conceptual framework; Public wildlands; Shared understandings; Australia
在过去20年里，环境争端解决程序已成功应用于许多环境争端，即人们自愿协商以达成双方都能接受的解决方案。诸如参与方数量和期限等背景因素对结果的影响是已知的且经常被描述。但对互动过程本身的记录和理解却较少。本文通过两个案例研究来构建一个描述这些过程的概念框架。案例来自与美国鲍勃·马歇尔荒野复合体和澳大利亚菲茨杰拉德河国家公园管理规划相关的争端。得出的概念框架有八个连续阶段：（1）问题的联合定义；（2）对如何行动的不确定性；（3）对团体程序的一致意见；（4）对相互依存关系的认识；（5）对集体可能性的热情；（6）共同努力的承诺；（7）团体的巩固；（8）解决方案的实施。该框架为公共荒野管理者提供了新的见解，特别是在争端解决过程中需要不同但持续的管理参与。在问题定义和团体程序设计的开始阶段以及解决方案实施的结束阶段，高度的参与和影响力至关重要。相反，在中间阶段，机构成员必须愿意施加较小的影响力，同时仍要参与并致力于集体目标。从概念框架中还可以明显看出，如果要成功解决争端，形成共同理解以及留出足够时间来达成理解非常重要。关键词：环境争端解决；概念框架；公共荒野；共同理解；澳大利亚
