The purpose of this report is to improve understanding of the complex sociopolitical processes related to resource management and to help structure management response to conflict and contentiousness, misunderstanding among participants, and failed citizen-agency interactions. Public acceptance is essential to every resource management decision public agencies must make. Regardless of the issue-forest health, fuels management, riparian restoration, recreation impacts, or threatened and endangered species-the political environment surrounding most decisions is never about just single questions, nor is it about just ecological questions. Social acceptability involves many diverse factors that are only now beginning to be understood and given credence by resource professionals. In this analysis, we describe the social acceptability concept and identify 10 key problem areas needing indepth consideration for durable decisions to be made about forest conditions and practices on federal lands. A central conclusion is that public judgments are always provisional, never absolute or final. Each situation, each context, produces a unique set of circumstances affecting the formation of public acceptance. By its nature, social acceptability is a process rather than an end product. We conclude by presenting five basic strategies to help guide resource professionals and citizens toward more integrated solutions.
As with other aspects of natural-resource management, the approach to managing wildland fires has evolved over time as scientific understanding has advanced and the broader context surrounding management decisions has changed. Prior to 2000 the primary focus of most fire research was on the physical and ecological aspects of fire; social science research was limited to a small number of studies. However, as more people moved into fire-prone areas interest grew in understanding relevant social dynamics. This growing interest was supported by increased funding for fire research overall with the creation of the Joint Fire Science Program in 1998 and the National Fire Plan in 2000. In subsequent years, a significant body of research has developed on the human dimensions of wildland fire covering diverse topics including: attitudes towards pre-fire mitigation, social acceptability of fire and fuels management, community preparedness, public response during fires, citizen–agency communications and post-fire recovery. This paper reports on two aspects of a Joint Fire Science Program project intended to take stock of the key social science lessons provided to date: a basic review of findings in the non-economic fire social science literature and identification of future research needs.
ABSTRACT. Fire-prone landscapes are not well studied as coupled human and natural systems (CHANS) and present many challenges for understanding and promoting adaptive behaviors and institutions. Here, we explore how heterogeneity, feedbacks, and external drivers in this type of natural hazard system can lead to complexity and can limit the development of more adaptive approaches to policy and management. Institutions and social networks can counter these limitations and promote adaptation. We also develop a conceptual model that includes a robust characterization of social subsystems for a fire-prone landscape in Oregon and describe how we are building an agent-based model to promote understanding of this social-ecological system. Our agent-based model, which incorporates existing ecological models of vegetation and fire and is based on empirical studies of landowner decision-making, will be used to explore alternative management and fire scenarios with land managers and various public entities. We expect that the development of CHANS frameworks and the application of a simulation model in a collaborative setting will facilitate the development of more effective policies and practices for fire-prone landscapes.
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