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Co-management: concepts and methodological implications.

Lars Carlsson1, Fikret Berkes

  • 1Division of Social Sciences, Luleå University of Technology, S-971 87 Lulea, Sweden. lars.carlsson@ltu.se

Journal of Environmental Management
|March 8, 2005
PubMed
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Co-management involves complex interactions beyond simple power-sharing between state and community. Focusing on problem-solving processes and functional task distribution reveals how power emerges, rather than assuming it as a starting point.

Area of Science:

  • Environmental Science
  • Political Science
  • Sociology

Background:

  • Co-management is often viewed as power-sharing between state and resource users.
  • Real-world co-management involves multiple local interests and government agencies, not a unitary state and homogeneous community.
  • Overemphasis on legal structures risks neglecting the functional aspects of co-management.

Purpose of the Study:

  • To propose an alternative approach to co-management research, viewing it as a continuous problem-solving process.
  • To shift focus from formal governance structures to the functional distribution of management tasks.
  • To understand power-sharing as an outcome of co-management processes, not a prerequisite.

Main Methods:

  • Adopting a problem-solving network perspective for co-management research.

Related Experiment Videos

  • Analyzing the organization and distribution of management tasks.
  • Examining deliberation, negotiation, and joint learning within these networks.

    • Main Results:

    • Co-management is better understood as a dynamic process of problem-solving rather than a fixed arrangement.
    • Focusing on function highlights how power sharing is achieved through collaborative processes.
    • This approach necessitates a holistic view of the social-ecological system.

    Conclusions:

    • Research should prioritize the functional aspects of co-management, analyzing task distribution and problem-solving networks.
    • Understanding co-management requires mapping essential tasks, participants, and system linkages.
    • Capacity building and policy improvement are crucial for effective co-management.