Genesis of TLAM Coaches Workshop…

1. Genesis of TLAM Coaches Workshop… …and the road getting from there to Arizona!

2.  Decades of working with managers to develop studies—how to start? • What decision do you need to make? • What do you need to know about the human dimensions of a management system? • Comments heard around the country—“we had the study done, got the report, but we don’t know how to use it.” • Uncounted meetings where people assume everyone is working off the same assumptions, but in reality they are not, leading to confusion and inefficiency. • Program Models in CCE—needed to have program articulated before an evaluation could be designed General Experience

3. NYS DEC—35 years of interactions • Colorado sabbatical—1991-92 • NPS study leave and sabbatical 2003 & 2007 • FWC study leave—2006 • Interactions with colleagues (Carpenter—CDOW & WMI, Organ—USFWS, Riley—Montana FW & Parks) Observations and Comments from “Insiders”

4. Professionalism requires a manager to be explicit, analytic, and articulate. • Professionalism calls for critique, which requires a management situation to be presented in a coherent fashion.  • Professional wildlife managers typically not encouraged to improve the rigor of management systems thinking. • Managers often are acculturated into an atmosphere where “action” is emphasized. • Working with professionals to design one study at a time was not achieving HD integration quickly enough.  Need a better way to build capacity within organizations. Beliefs

5. Oversimplification of management problem • Treating “wicked” problems as merely complex • Action bias • Moving straight to action without first defining clear objectives • Exclusive focus on actions to affect biological or ecological dimensions • Scale confusion—not explicitly defining: • The scales of problem components (both ecological and human dimensions) • The operational scale of management response • Stakeholder neglect • Emphasis on SH’s who are concerned with means vs. those affected by ends Common Barriers

6. Complex Problems • Well-defined problems in systems that always respond in the same way • “Wicked” or “Messy” Problems • High level of complexity and scientific uncertainty • Social conflicts over goals and appropriate forms of resolution • Interdependence among problem elements Oversimplification: Treating “Wicked” Problems as Simply Complex

7. Moving straight to action without first defining clear objectives • Exclusive focus on actions to affect biological or ecological dimensions—missing opportunities for affecting HD components of the system • Action can only be considered after problem elements are identified (i.e., after the problem has been framed) • Taking action may generate collateral impacts; that is, impacts related to the action itself—potential to be blindsided by other interrelated elements if not considered a priori • Collateral impacts may activate a second set of stakeholders • Further actions may be needed to mitigate collateral impacts Action bias

8. A management paradox Two sets of stakeholders (SH’s) are affected by management: Type 1: SH’s concerned with ends; intended effects of management concern Type 2: SH’s concerned with means; collateral impacts created by the management intervention 1: SH’s affected by resource 2: SH’s affected by management actions These two groups may overlap, but some SH’s may be concerned only with ends OR means, not both.

9. Management Environment (Spheres of Effect) Scale confusion: Clarity of expectations for scale at which effects of management action will be felt (physically and psychologically) National Regional Local WMA 1: SH’s affected by resource Stakeholder neglect: Action bias emphasizes Type 2 stakeholders, which can lead to conflict between Type 1 SH, Type 2 SH, and managers 2: SH’s affected by management actions

10. Peer Legitimization: Essence and AIM papers • Outreach: • TLAM book • MM Pilot and Development Efforts: • NPS Disease mgt system (HDW) • Florida Black Bear program • Acadia NP deer mgt • FWC requests broader assistance • Design & pilot TLAM coaches workshop for FWC (2007) revised & held 2nd workshop for FWC (2008) 3rd planned for January 2010. • Two efforts in NY: BB mgmt and deer hunting mgt • Trainings for WAFWA (at CSU 2008 and Estes Park 2009)leads to AGFD Nongame Program workshop today! Specific Experience

11. Ecological and human considerations interact in all parts of the manager’s model • Oversimplification of problem framing affects potential solutions • Action bias, scale confusion, and stakeholder neglect can impact problem framing • Efforts to understand human dimensions are a fundamental part of effective management Concluding Observations

12. Manager’s Model—Where does it fit?

22. Questions, observations or comments?