THE INVISIBLE WAND Adaptive Co-Management as an Emergent Strategy in Complex Bio-Economic Systems A...

THE INVISIBLE WAND

Adaptive Co-Management

as an Emergent Strategy

in Complex Bio-Economic SystemsA Paper written by

Jack Ruitenbeek and Cynthia Cartier

Centre for International Forestry Research (CIFOR) Occasional Paper No. 34, October 2001

Presentation by Rowan B. Martin

Perspectives: A Fresh Look at some ACM Concepts

illustrated with René Magritte’s paintings

Zombies are physically

identical to normal human

beings but lack conscious

experience completely


Why did evolution bother to produce us if zombies would have survived and reproduced just as well ?


An important element of ACM is conscious participation

Social learning

Individuals respond to incentives and disincentives– they may spend time and money on learning

for the sake of getting a better paid job

But this incentive effect is limited to simple systems

In complex systems other relationships can take precedence over simple incentive effects

Adaptation through learning and experimentation is a fundamental component of ACM

“All for one, one for all . . . and everyone for himself ”

Collaboration

In complex systems, collaboration is a potential

strategy for an individual

Individuals may copy successful strategies of other people

A complex system may even self-organise around a collaborative effort

if the common good is at stake

This diminishes the classic problem of open-access . . .

in complex systems, feedback createsthe incentives to limit harvesting


The concept of responsibility suggests

that it rests with individuals

ACM always involves sharing of responsibility

A key lesson from ACM is that the behaviour of an individual

Responsibility

if they share commensurate goals

is most likely to align with the behaviour desired by a principal

This implies they must havethe same measures of success


Devolution

Some might argue that devolution is a policy tool

Others might argue that it is itself an

emergent property from a democratising society


Devolution continued

The lessons from economic literature are unanimous on the fact that benefit sharing is a significant issue

Corruption is often a serious factor affecting benefit sharing

It is often advisable to delay implementation of projects until strong institutions have been developed to reduce corruption

In complex systems, the nature of the beast is acknowledged

“Integrated Projects”. . . are common in the

delivery of foreign aid

BUT

The rigid project designs

LOG FRAME ANALYSIS

are unable to accommodate the changing preferences typical

of complex systems


In the drive for efficiency, by eliminating redundant or duplicated systems . . .

Integrated Projects continued

. . . the resilience is removed from complex systems


Integrated Projects

The risks attached to disruptions in the status quo of complex systems are seldom adequately anticipated

By introducing new interaction patterns in an ad hoc fashion and focussing entirely on material rewards, social criteria for

success are overlooked

In summary, these projects ignore the fact that people are human

Integrated Projects continued


The Arrival of Homo sustinens

The human that lives in accordance with sustainability must be capable of –

● cooperation and communication

● learning and creativity

● emotion as well as rationality with regard to nature

● moral responsibility

IS THIS HUMAN OUT THERE ?


Humans would not have survived this longwithout communication and cooperation . . .essential to catch dinner and raise children


The brain’s process of learning is one of constant innovation


Homo sustinens and moral responsibilityPsychologists believe that environmental responsibility

can only be engendered intrinsically

Extrinsic motivation such as monetary rewards will not bring about the lifestyle changes

required for conscious environmental stewardship


Lastly, our emotional response to nature is a survival trait – it is often a source of joy and peace


Intermissionif required

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