Adaptive collaborative management of community forests in Asia ...

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106 • Trikurnianti Kusumanto Table 4-2. Learning questions of action research Jambi How can the community obtain acknowledgement of its customary area from neighbouring communities and government? How can the community’s organisational and institutional capacities for natural resources management be enhanced? How can representation of the diverse stakeholders, including women, be improved? How can collaboration between the traditional and formal village government be enhanced? What strategies can be developed to improve community livelihoods? Pasir How can the communities obtain recognition for their traditional area from government, neighbouring communities and logging companies? How can the community improve the capacity of local institutions? What alternatives to timber logging can be developed for improving community livelihoods? Are improving access to rattan markets and utilising a past shifting cultivation area viable options? The second step was the identification of stakeholders and their underlying interdependences. Not all stakeholders with interest in a problem might be aware of others with a stake in the same problem or know about interdependences. Some actors might in pursuit of their interests ignore other stakeholders. An example from Jambi was the failure of the village elite—members of the original Minangkabau—and men to include women in community decision-making. As they came to understand the diversity of people’s positions and underlying interdependences, stakeholders began to reflect on the complexity of the problems. This stage of the diagnosis helped the actors see situations from a system perspective. Their learning covered different aspects, as shown in Table 4-3.
Chapter 4: Improving Forest Quality and Livelihoods in Indonesia • 107 Table 4-3. Learning aspects for identification of stakeholders: examples from Pasir (Adnan, personal communication, 2003) Learning aspect The stakes and viewpoints of others and how these relate to the own stakes and viewpoints Perspectives to consider in problem solving Resources and capacities possessed by stakeholders to solve problems Expectations from other stakeholders from (potential) collaborative efforts Characteristic of stakeholders identified by communities Forestry agency protects and manages forest resources in relation to the community’s livelihood needs Communities consider themselves the forest owner and depend on forest resources for their livelihoods. They believe that the district forestry service is aware that under current decentralisation it should use bottomup approaches Communities are aware of their own local wisdom about the forest. They see the district forestry service as responsible for making long-term plans for forest development The district forestry service is expected by communities to agree upon village boundaries and protection forest The third step—developing of mutual appreciation amongst stakeholders— involves determining who has legitimacy to participate in collaborative efforts. This was also part of the diagnosis, since developing appreciation towards others’ interests requiring knowing them. Some analysis was necessary. Whether a given stakeholder showed appreciation towards other stakeholders in collaborative efforts depended on the stakeholder’s perception about the right and capacity of others to participate (Rogers and Whetten 1982 cited in Gray 1985). Helping stakeholders reflect on the basis for their perceptions about others’ rights and capacities (value, interest, skills and knowledge, resources) was the key. Box 4-2 shares the example of how women of the original Minangkabau population and the settler community in Jambi learned to reflect on their respective perceptions.
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Adaptive Collaborative Management o
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Copyright © 2007 by Center for Int
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iv • Contents Chapter 5. Muddling
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vi • Foreword problem solving. Th
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viii • About the Contributors God
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Acknowledgements In early 1999, two
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Chapter 1. Introduction: People, Fo
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Chapter 1: Introduction: People, Fo
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Chapter 2: Adaptive Collaborative M
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Chapter 3: Adaptiveness and Collabo
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Chapter 5: Muddling Towards Coopera
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Chapter 6: Facilitating Change from
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Chapter 7: Discussion and Conclusio
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CIFOR is a leading international fo
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