Natural Resources Institute, University of Manitoba, Winnipeg, Canada.
Environ Manage. 2012 Jun;49(6):1130-42. doi: 10.1007/s00267-012-9845-2. Epub 2012 Apr 4.
Collaborative problem solving has increasingly become important in the face of the complexities in the management of resources, including protected areas. The strategy undertaken by Girringun Aboriginal Corporation in north tropical Queensland, Australia, for developing co-management demonstrates the potential for a problem solving approach involving sequential initiatives, as an alternative to the more familiar negotiated agreements for co-management. Our longitudinal case study focuses on the development of indigenous ranger units as a strategic mechanism for the involvement of traditional owners in managing their country in collaboration with government and other interested parties. This was followed by Australia's first traditional use of marine resources agreement, and development of a multi-jurisdictional, land to sea, indigenous protected area. In using a relationship building approach to develop regional scale co-management, Girringun has been strengthening its capabilities as collaborator and regional service provider, thus, bringing customary decision-making structures into play to 'care for country'. From this evolving process we have identified the key components of a relationship building strategy, 'the pillars of co-management'. This approach includes learning-by-doing, the building of respect and rapport, sorting out responsibilities, practical engagement, and capacity-building.
面对资源管理（包括保护区管理）的复杂性，协作解决问题变得越来越重要。澳大利亚昆士兰州北部吉灵古纳原住民公司在发展共同管理方面采取的策略，展示了一种潜在的解决方案，即采用循序渐进的举措，而不是更常见的共同管理协商协议。我们的纵向案例研究侧重于发展原住民护林员队伍，作为传统所有者与政府和其他利益相关方合作管理其国家的战略机制。随后，澳大利亚首次达成了传统海洋资源使用协议，并开发了一个多司法管辖区、陆海相连的原住民保护区。吉灵古纳通过建立关系的方法来发展区域规模的共同管理，加强了其作为协作者和区域服务提供商的能力，从而使习惯决策结构得以发挥作用，以“关爱国家”。从这个不断发展的过程中，我们确定了关系建立策略的关键组成部分，即“共同管理的支柱”。这种方法包括在实践中学习、建立尊重和融洽关系、理清责任、实际参与和能力建设。
