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Social and Behavioral Sciences Commons™
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Full-Text Articles in Social and Behavioral Sciences
Making And Breaking Trust In Forest Collaborative Groups, Emily Jane Davis, Lee K. Cerveny, Donald R. Ulrich, Meagan L. Nuss
Making And Breaking Trust In Forest Collaborative Groups, Emily Jane Davis, Lee K. Cerveny, Donald R. Ulrich, Meagan L. Nuss
Humboldt Journal of Social Relations
There has been a recent increase in use of an organized, forest ‘collaborative’ group approach for multi-stakeholder input on federal forestlands in the U.S. West. This approach relies on the creation of shared trust to achieve social agreement. Yet growing critiques suggest a lack of trust in the U.S. Forest Service [Forest Service], between stakeholders, and the collaborative process itself. We conducted three comparative case studies of established forest collaborative groups in Oregon, Washington, and Idaho to ask how trust is created and damaged or broken in this context. We found multiple, interlinked dimensions to trust, including significant reliance on …
Who’S In Charge? The Role Of Power In Collaborative Governance And Forest Management., Patricia B. Orth, Antony S. Cheng
Who’S In Charge? The Role Of Power In Collaborative Governance And Forest Management., Patricia B. Orth, Antony S. Cheng
Humboldt Journal of Social Relations
Collaborative processes for working toward common management goals between individuals and organizations, despite their differences, emerged as one enduring legacy resulting from the Timber Wars in the American West during the late-1980s and the early 1990s. Power imbalances are often cited as a common problem in collaborative processes and can have a lasting, deleterious impact on the collaborative process and its outcomes. For all its importance, however, there is a yet unfulfilled need to understand the extent to which power and power imbalances affect collaborative relationships. Our research uses a case study approach to qualitatively analyze power dynamics within three …