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158 • Eva Wollenberg, Ramses Iwan, Godwin Limberg, Moira Moeliono, Steve Rhee and Made Sudana are working. We do think, however, that these sorts of approaches can contribute to a democratic and feasible way of facilitating change. Our goal has been not to directly facilitate collaboration so much as to create an enabling environment for accommodating and coordinating people’s interests, especially those of weaker groups. Muddling is messy. But it is also a reality of political change. Endnotes 1 This chapter elaborates on an earlier published work: Wollenberg, E., Iwan, R., Limberg, G., Moeliono, M., Rhee, S. and Sudana, M. 2007. Facilitating cooperation during times of chaos: spontaneous orders and muddling through in Malinau District, Indonesia. Ecology and Society 12(1):3. Available at http://www.ecologyandsociety. org/vol12/iss1/art3/. 2 During the course of the work, we collaborated with officials in the Bulungan and Malinau kabupaten and kecamatan offices, including Bappeda, Dinas Kehutanan, Dinas Pemberdayaan Masyarakat, Dinas Pertanian, Bagian Ekonomi, Bagian Hukum, INHUTANI II (parastatal timber concession), Meranti Sakti (another local timber concession), and the provincial Dinas Kehutanan. We have also collaborated with Plasma, SHK-Kaltim, PPSDAK, Padi, LPMA, Phemdal, WWF, P-5-Universitas Mataram, the University of Victoria (Canada), Wageningen University and Yale University in various components of the work. 3 diZerega (2000) suggests that ‘cooperation’ can occur as a spontaneous order, in which participants pursue their own ends and mutually adjust to each other. This form of cooperation is multicentred rather than guided by a single organization. 4 Estimated from the 2003 election census. 5 See Sellato 2001 for a historical overview of the upper Malinau River during the last 150 years. 6 President Soeharto’s resignation in May 1998 marked the end of the New Order regime. The subsequent presidencies of B.J. Habibie, Abdurachman Wahid and Megawati Soekarnoputri (Indonesia experienced four presidents in four years) tried to respond to popular demands for reform as well as to distance themselves from New Order policies. Many reforms were already in the pipeline under Soeharto but then accelerated. The most significant changes were the 1999 decentralisation laws (Government Regulations 22 and 25), which decentralised authority to districts and made them responsible for generating their own income, and the 1999 basic forestry law (Law 41), which updated the 1967 law that made it possible for nonstate entities to engage in timber harvesting and gave customary communities the right to manage forests. The new governments also separated the powers of the police and military, instituted direct elections for the national assembly, and promoted more freedom of speech, transparency and an end to corruption. After 30 years of autocratic, coercive rule, these reforms were quite extraordinary. Unfortunately, confusion about their implementation and liberal interpretation in the districts about their new autonomy
Chapter 5: Muddling Towards Cooperation in Malinau • 159 have fostered opportunities for districts to undertake small-scale logging that the central government considers illegal. 7 License to fell and utilise timber. 8 In 2003 the area was renamed the Malinau Research Forest to reflect the change in administrative districts. 9 Prior to the Merap, it is believed that the Berusu and Punan occupied the area (Sellato 2001; Kaskija 2000). 10 Historically, they have lacked the strong social cohesion of groups like the Kenyah or Lundaye and have lacked effective institutions for representing their interests. Only in the mid-1990s did the Punan in Malinau organise the appointment of a Punan customary leader. 11 See Anau et al. 2002 for a complete description of this phase of work. 12 Less powerful actors’ interest in working with the facilitation team was signaled by their representatives’ frequent dropping by to dialogue with facilitators, or asking CIFOR staff to convey their requests or problems to government officials. The main benefit these groups cited was acquisition of information, but possibly also more visibility in the process of negotiating land claims and benefits from the forest. 13 Our core facilitation team included a community member and three individuals with family ties to local communities. Four members had previous knowledge of the area. These factors enabled the team to quickly establish themselves in the community and be more acutely sensitive to flows of information and relationships among stakeholders. At the same time, two of the team members were expatriates, and two lived in Bogor rather than Malinau, which helped the group maintain a healthy diversity and freshness of perspective. 14 We were aware that some activities, such as discussions about land tenure, would be sensitive. We were not sure how stakeholders would react to others, such as producing and showing a documentary with critical remarks concerning the land-use planning process. References Anau, N., Iwan, R., van Heist, M., Limberg, G., Sudana, I.M. and Wollenberg, E. 2002 Negotiating more than boundaries: conflict, power, and agreement building in the demarcation of village borders in Malinau. In: CIFOR-ITTO project PD 12/97 Rev.1 (F): Forest, science and sustainability: the Bulungan model forest: technical report phase 1, 1997-2001, 131-156. CIFOR and ITTO, Bogor. http://www.cifor.cgiar.org/publications/zip-file/ITTO-Report.exe Barr, C., Wollenberg, E., Limberg, G., Anau, N., Iwan, R., Sudana, I.M., Moeliono, M. and Djogo, T. 2001 The impacts of decentralization on forests and forest-dependent communities in Kabupaten Malinau, East Kalimantan. Monograph. CIFOR, Bogor.
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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 4. Shaping Opportunities fo
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Chapter 4: Improving Forest Quality
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Chapter 7: Discussion and Conclusio
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CIFOR is a leading international fo
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