Evolution of USDA Forest Service organizational culture and adaptation issues in embracing an ecosystem management paradigm

Kennedy, James J.; Quigley, Thomas M.

doi:10.1016/s0169-2046(97)00103-5

Cited by 43 publications

(37 citation statements)

References 8 publications

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“…Employees are immersed, to greater or lesser degrees, in an organization's continually evolving cultural system -but even before they become members of an organization, they are also automatically and deeply enmeshed in the broader cultures of their community and society. As Aldrich (1999: 155-6) forests as production "machines" (Kennedy and Quigley 1998;Fairfax 2005), and its replacement with a more "organic" and participatory model of forest ecosystem management, required shifts in both external world-view and internal organizational culture.…”

Section: Organizational Culture and Resource Management Agenciesmentioning

confidence: 99%

Volunteer Meanings in the Making of Place

Amsden

Stedman

Kruger

2012

Place-Based Conservation

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Section: Organizational Culture and Resource Management Agenciesmentioning

confidence: 99%

Volunteer Meanings in the Making of Place

Amsden

Stedman

Kruger

2012

Place-Based Conservation

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“…While these new policies highlighted the importance of ecologically informed fire management, they left unchanged the organizational incentives, budget priorities, and professional practices of agency land managers (Kennedy andQuigley 1998, Arno andAllison-Bunnell 2002, USDA Office of Inspector General 2006). Fire http://www.ecologyandsociety.org/vol15/iss3/art21/ suppression continued to dominate, with 98 percent of all forest fires suppressed regardless of ignition source (USDA Office of Inspector General 2006).…”

Section: Fire Management's Rigidity Trapmentioning

confidence: 99%

The US Fire Learning Network: Springing a Rigidity Trap through Multiscalar Collaborative Networks

Butler¹,

Goldstein²

2010

E&S

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ABSTRACT. Wildland fire management in the United States is caught in a rigidity trap, an inability to apply novelty and innovation in the midst of crisis. Despite wide recognition that public agencies should engage in ecological fire restoration, fire suppression still dominates planning and management, and restoration has failed to gain traction. The U.S. Fire Learning Network (FLN), a multiscalar collaborative endeavor established in 2002 by federal land management agencies and The Nature Conservancy, offers the potential to overcome barriers that inhibit restoration planning and management. By circulating people, planning products, and information among landscape-and regional-scale collaboratives, this network has facilitated the development and dissemination of innovative approaches to ecological fire restoration. Through experimentation and innovation generated in the network, the FLN has fostered change by influencing fire and land management plans as well as federal policy. We suggest that multiscalar collaborative planning networks such as the FLN can facilitate overcoming the rigidity traps that prevent resource management agencies from responding to complex cross-scalar problems.

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“…However, he argues that attitudes may influence job performance ''if the job is weakly definedthat is, there are few clear rules specifying how should be done and few strong incentives enforcing those rules'' (Wilson, 1989: 54). Also, attitudes founded on professional norms and organizational culture (i.e., the socializing influence of one's employer) may shape behavior (Kennedy and Quigley 1998).…”

Section: The Role Of Bureaucratic Structurementioning

confidence: 99%

Climate Change Policy Capacity at the Sub-National Government Level

Wellstead

Stedman

2011

Journal of Comparative Policy Analysis: Research and Practice

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The capacity of large bureaucratic organizations to address climate change issues is an area that many consider to be important yet there is very little empirical evidence available. This article employs a structural equation model (LISREL) from survey data of mid-level public servants in the Province of Alberta, Canada and considers such factors as the extent that they work with climate change information, the use of risk-based tools, risk perception, and broader organizational factors. The results suggest that policy-based staff is more engaged in climate change issues than researchers and are also more likely to employ risk-based tools and techniques. We conclude that structural equation modeling can provide valuable indicators of policy capacity to decision makers who are charged with developing climate change policies.

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Evolution of USDA Forest Service organizational culture and adaptation issues in embracing an ecosystem management paradigm

Cited by 43 publications

References 8 publications

Volunteer Meanings in the Making of Place

Volunteer Meanings in the Making of Place

The US Fire Learning Network: Springing a Rigidity Trap through Multiscalar Collaborative Networks

Climate Change Policy Capacity at the Sub-National Government Level

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