Transcript Peoples Management’

Managing change:
managing
people
Opportunities CEPA offers to
nature managers
in Europe
CEC Expert Meeting, Valsain Spain, 13 – 16 June 2004
Frits Hesselink
CEC & CEPA
• Conventions/CEPA: one of the 3 CEC spearheads
• CEPA makes the conventions work!
• But ‘how to sell the added value of CEPA’?
CEC focus
Advocacy
Capacity development
Knowledge management
New website – tools for programmes
Challenge for this conference
1. Define CEPA more concretely
2. Identify opportunities for nature conservation
3. Analyze the principles of CEPA
4. Formulate guidelines for CEPA
This presentation
• Conservation: how to deal with changes
• Added value of CEPA to realize change
• Suggestions for further discussion
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Definition
Opportunities
Principles
Guidelines
Conservation =
change management
Changes conservation faces
urbanization, roads, dams,
windmill parks
society becomes core to
conservation
mass tourism, consumerism,
waste
managers constantly face
new challenges
impact of mountain bikes,
motor bikes, cars
managing change becomes a
primary task
international conventions,
Natura 2000
people are key to realize the
needed changes
Managing people’s behavior
Managing people
Stick - Carrot - Drum
People’s behavior is part of (social) systems
CEPA: social instruments
Conservation managers & people
NORMAL REFLEX
RESULTS: NO CHANGE
Laws, regulations, plans;
Request (in vain) for more
money as an incentive for
change;
More research on nature and
people, more pilot projects…
unsolved problems, paper parks
no public awareness, no cooperation
negative image, bad publicity
fear to meet real people
BUT stay behind your desks…!
It takes more to change systems:
CEPA can make a difference here
Usually most managers think CEPA
is a responsibility for the PR experts
and educators…
In reality managers take many
(un-informed) CEPA decisions!
Example
Communicating Biodiversity
to private forest owners
Movie or innovation?
Intended un-informed CEPA approach
Strategic social intervention in the system
We need a movie to convince private
forest owners to care about biodiversity
Introduction of a new way of forest
management, concentrate on pioneers
Show the differences between clear
cutting and selective cutting
Pioneers doing a successful experiments
will set the agenda Forest Department
We need animation, dramatic pictures,
visuals of forest managed close to nature
Use inspectors to identify potential
pioneers (opinion leaders, academics,
not dependent on forest)
When does the movie reach all 200.000
owners? What will motivate them to
watch? What will it change in them?
Small seminars, fieldtrips, helpdesk for
‘guided’ experiment
What triggers change?
Un-informed CEPA approach
Strategic social intervention in the system
Managers focus on media; come up with Managers analyze social system; plan
fun idea, that captures the imagination strategically to achieve desired outcomes
Approach convince people individually; Interventions are focused on goals social environment not analyzed
audiences and messages determine media
Content and message are secondary and Target audiences are involved in planning;
cannot answer why or what questions
Interventions are based on their values
Pulsatilla grandis in Boč
threatened by trampling by visitors
Relation management
Triggers change
What laws cannot do!
Previous approach:
CEPA approach: relation management
Law enforcement, education,
public awareness, fences by
PA - not being aware of other
interest groups with different
and conflicting messages
Bring stakeholders together
Focus groups to explore motives for
cooperation
Management plan realizing joint solutions
Joint execution of management plan
- Communication interventions (timely
tailored and targetted information on event
management)
- Mobility interventions (ramps, parkings,
busses)
Evaluation and follow-up (outsourcing event
management)
Each year escalation of the
problem and conflicts between visitors
and interest groups; and between
interest groups who all think they
have the right solution and approach.
The results of the CEPA approach
Boč, 1st May 2003, 2004
Wolves - recently appearing in
Beskydy - threatened by farmers
Crisis management approach
triggers change
What money cannot do
Previous approach
CEPA approach: crisis management
Overcome own fears, prejudices
visit farmers, listen to concerns
Start regular meetings with opinion leaders on
common concerns and interests
Provide bureaucratic support for farmers’ needs,
e.g. approach municipality to improve
roads; proposal to Ministry to improve
indemnity procedure; help with procedure;
support local publication on sheep farming.
Increase of public outrage in press,
Some farmers start taking preventive measures
relationships worsens; farmers
propagate shooting wolves&PA staffs. Joint evaluation and planning of next steps.
Formal compensation procedures
Publications, lectures on how
farmers should protect their sheep
Communication aimed to prove
through facts and figures that wolves
do not pose a threat & press ‘has it all
wrong’.
Disappearing ecological networks
in Slovenian Karst and Istria
Marketing approach triggers change
What research cannot do!
Previous approach
CEPA approach: marketing
Research by different organizations
funded by EU, lectures,
conferences, website, exchange
with similar initiatives in Italy and
Croatia, science approach, laws
regulations, legal enforcement, no
restoration action
Opinion leaders
Focus groups
Motives for new use of ponds
Management plan realizing joint solutions,
joint execution of plan
- Communication interventions (timely
tailored and targetted information on
opening ceremony)
- Technical interventions (funds,
construction material, detailed technical
plan, supervision ‘sustainable’ and
traditional construction)
Evaluation, report recommending next steps
Each year more ponds used as
garbage dump, dried up, falling
apart, or totally disappear, mapping
more and more difficult
‘Paper’ Park Peca Topla
Customer orientation triggers change
After three years Biodiversity Strategy
is still not coming off the ground:
Personal approach triggers change
Over exploitation threatens peat bog
in Sucha Hora
Informal approach triggers change
Spiranthis spiralis threatened by
natural succession in Bukovske Vrchy
Network management triggers change
CEPA: changes in approach
From
Focus only on conservation
Focus only on science
Focus on media
Push strategy
Behaving as experts
Villagers as ‘objects’
Planning based on
assumptions
To
Focus also on wider system
Focus also on people
Focus on change strategy
Pull strategy
Behaving as partners
Villagers as ‘subjects’
Planning based on motives
stakeholders
Conclusion 1
CEPA definition
CEPA
Series of planned targeted interventions
in the social environment (people as customers)
of a concrete issue we want to solve
producing the change/result desired by nature
management objectives (often in combination
with ‘stick & carrot’)
Conclusion 2.
CEPA opportunities
CEPA offers opportunities for
Public-private partnerships
Participation & support
Local capacity
Introduction new policy
New constituencies
Agenda setting
Making programs sustainable
Better conservation practice
Improving reputation
Etc.
Conclusion 3
CEPA principles
Characteristics of CEPA
interventions in the social system
System approach
Marketing
Relation management
Network management
Crisis management
Customer orientation
Personal approach
Face to face meetings opinion leaders
Focus groups, Kitchen meetings,
Round tables, Joint exploration
Joint strategic planning with
stakeholders of instrument mix
Free publicity, media as tools
Feedback, Adaptive management
Conclusion 4 CEPA guidelines
Appreciate complexity
Invest in human capacity
Psychology of value systems
Take enough time
Guidelines - lessons learned
1. CEPA = management responsibility: change in
management style – trans-diciplinary approach
2. Invest in situation & system analysis – real problem,
pressure point – go only for essential changes
3. Involve individuals in planning for change: ‘second
best’ is ‘better’ than ‘best’!
4. Give people a chance to air their objections; always
take group norms and habits into account
5. Internal communication: everyone is a PR officer –
horizontal and vertical (involve bosses)
6. Learn how to work in teams; monitor, evaluate, adapt
and give positive feedback
Thanks
to IUCN project teams from
Slovakia, Slovenia, Czech Republic
for learning and photos!
I look forward to your reactions!
[email protected]
www.hect.nl