Collaboration: Aligning resources to create and sustain partnerships

Kinnaman, Mary L.; Bleich, Michael R

doi:10.1016/j.profnurs.2004.07.009

Cited by 57 publications

(32 citation statements)

References 25 publications

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“…This affects decision making. Kinnaman & Bleich (2004) (figure 1). The elephant issue clearly falls into the zone of complexity.…”

Section: Making Complex Issues Tractablementioning

confidence: 99%

“…Some even feel it is a 'wicked problem' (Conklin, 2006), insoluble because of ever-shifting goalposts. Kinnaman & Bleich, 2004) Forming collaborative partnerships is central to the resolution of such issues. Figure 1 suggests that the predominantly unilateral management of elephant in the past operated in the command-and-control domain, and was therefore unlikely to lead to lasting solutions of any kind (Chapter 1).…”

Section: Making Complex Issues Tractablementioning

confidence: 99%

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Effects of Elephants on Ecosystems and Biodiversity

Kerley¹,

Landman²,

Kruger³

et al. 2008

Elephant Management

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ISBN 978 1 86814 479 2All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the express permission, in writing, of both the author and the publisher.Cover photograph by Donald Cook at stock.xchng Cover design, layout and design by Acumen Publishing Solutions, JohannesburgPrinted and bound by Creda Communications, Cape Town Foreword SOUTH AFRICA and its people are blessed with diverse and thriving wildlife. We are also a developing economy with a growing population. From these facts emerges the particular situation of having most of our protected areas surrounded by land that has been transformed, to a greater or lesser extent, by human development. Large mammals, such as elephants, no longer roam the entire landscape, and their populations are no longer completely governed by the laws of nature. Protecting elephants and the ecological systems in which they exist in a practical and sustainable way that balances the needs of humans, elephants and the environment is a challenge to which I am committed.This Assessment was undertaken to reduce the degree of scientific uncertainty associated with decisions that must be made very soon and in the medium-to-long term. It helps to evaluate the costs and benefits associated with each choice, both in economic and ecological terms, and clarifies the legal framework within which they must be made. Collectively the chapters in this report reveal the many successes our country's experts, in collaboration with their peers in neighbouring countries and abroad, have achieved in understanding elephants and their needs, in fields as diverse as veterinary science, ecology, animal behaviour, population and resource modelling.Importantly, the Assessment exposes important gaps in our understanding and thus outlines necessary future avenues of research. This Assessment represents a key milestone in an ongoing Elephant Research Programme.Science does not provide all the information required to resolve the difficult issues raised by the management of elephant in a changing and humandominated world. Many of the required decisions have a strong element of human values implicit in them. How do South Africans wish to treat the other species with which they share our land? Extensive consultation and careful consideration of the values expressed by a wide range of stakeholders is also an essential part of the process of managing elephant in a democratic country.I am grateful to the many experts and interested persons who invested their time, experience and intellect to deliver this Assessment. I look forward to their continued engagement on the issue of elephant management, which is of great interest to many. Marthinus van Schalkwyk Minister of Environmental Affairs and Tourism, 2008 ContentS LiSt oF FigureS LiSt oF boxeS About the AuthorS And ContributorS Brandon Anthony is an assistant professor at the Department of EnvironmentalScienc...

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“…This affects decision making. Kinnaman & Bleich (2004) (figure 1). The elephant issue clearly falls into the zone of complexity.…”

Section: Making Complex Issues Tractablementioning

confidence: 99%

Section: Making Complex Issues Tractablementioning

confidence: 99%

Effects of Elephants on Ecosystems and Biodiversity

Kerley¹,

Landman²,

Kruger³

et al. 2008

Elephant Management

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“…(See also the discussion of coordination and cooperation by Kinnaman and Bleich. 13 ) This appropriate balance is not achieved by a static, analytically arrived at combination of information exchange, diversity, connectivity, power differentials and anxiety. Rather, it requires adaptive behaviour by the team to dynamically maintain the correct balance.…”

Section: Leadership Within a Complex Systemmentioning

confidence: 99%

Mindful Leadership in Interprofessional Teams

De’Bell

Clark

2018

IJWPC

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In interprofessional health teams the need for coordinating leadership and the (dynamical) need for appropriate clinical expertise to come to the fore involves a tension between the traditional role of the team leader as authority figure and the collaborative leadership which enables individual team members to emerge as leaders in their area of expertise and to relinquish this leadership as needed. Complexity analysis points to an understanding of leadership as an emergent property of the team. We discuss how a framework of mindful leadership addresses the implications of this emergent leadership model, and how Appreciative Inquiry provides a structured process for examination of team vision, values and behaviour standards.

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“…Because protected areas now often transcend administrative boundaries, the institutional arrangements must foster relationships and operate across scales, and formal structures and rules can no longer be relied on to resolve emerging issues characterized by uncertainty. Rather, as in the Sabie River example, it will be easier to resolve issues when stakeholders acknowledge shared problems and collaborate with experimental solutions, which build and strengthen relationships (Westley and Vredenburg 1997, Kinnaman and Bleich 2004, Nkhata et al 2008.…”

Section: Mismatches Between Institutional and Ecosystem Scalesmentioning

confidence: 99%

The spread and maturation of strategic adaptive management within and beyond South African national parks

Freitag¹,

Biggs²,

Breen³

2014

E&S

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ABSTRACT. Natural resource management is embedded within social-ecological environments and requires decisions to be taken within this broad context, including those that pertain to protected areas. This realization has led to South African National Parks adopting a strategic adaptive management approach to decision making. Through narrative, we show why and how this practice has progressively spread and evolved both within the organization and beyond, over the past two decades. A number of catalytic events and synergies enabled a change from reactive tactical management approaches to more inclusive forward-looking approaches able to embrace system complexity and associated uncertainty and change. We show how this long period of innovation has lead to an increased appreciation for the heterogeneous social-ecological system, and for the importance of constructing relationships and colearning, such that organizational transformation has enabled more legitimate and effective operation within an expanding and diversifying constituency.

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Collaboration: Aligning resources to create and sustain partnerships

Cited by 57 publications

References 25 publications

Effects of Elephants on Ecosystems and Biodiversity

Effects of Elephants on Ecosystems and Biodiversity

Mindful Leadership in Interprofessional Teams

The spread and maturation of strategic adaptive management within and beyond South African national parks

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