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'Peoples Management'
'Peoples Management'
'Peoples Management'
'Peoples Management'
'Peoples Management'
'Peoples Management'
'Peoples Management'
'Peoples Management'
'Peoples Management'
'Peoples Management'
'Peoples Management'
'Peoples Management'
'Peoples Management'
'Peoples Management'
'Peoples Management'
'Peoples Management'
'Peoples Management'
'Peoples Management'
'Peoples Management'
'Peoples Management'
'Peoples Management'
'Peoples Management'
'Peoples Management'
'Peoples Management'
'Peoples Management'
'Peoples Management'
'Peoples Management'
'Peoples Management'
'Peoples Management'
'Peoples Management'
'Peoples Management'
'Peoples Management'
'Peoples Management'
'Peoples Management'
'Peoples Management'
'Peoples Management'
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'Peoples Management'

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  • River: Nature management is change management. Imagine you are the manager of protected area in the catchment area of this river. What a beautiful and untouched site you have. Dam: Suddenly up or downstream a dam is built. This affects the natural environment of your protected area. It also affects the social and economic environment. You will have to manage all these changes.
  • Transcript

    • 1. Managing change: managing people Opportunities CEPA offers to nature managers in Europe CEC Expert Meeting, Valsain Spain, 13 – 16 June 2004 Frits Hesselink
    • 2. CEC & CEPA
      • Conventions/CEPA: one of the 3 CEC spearheads
      • CEPA makes the conventions work!
      • But ‘how to sell the added value of CEPA’?
    • 3. CEC focus Advocacy Capacity development Knowledge management
    • 4. New website – tools for programmes
    • 5. Challenge for this conference
      • Define CEPA more concretely
      • Identify opportunities for nature conservation
      • Analyze the principles of CEPA
      • Formulate guidelines for CEPA
    • 6. This presentation
      • Conservation: how to deal with changes
      • Added value of CEPA to realize change
      • Suggestions for further discussion
        • Definition
        • Opportunities
        • Principles
        • Guidelines
    • 7. Conservation = change management
    • 8. Changes conservation faces
      • urbanization, roads, dams,
      • windmill parks
      • mass tourism, consumerism,
      • waste
      • impact of mountain bikes,
      • motor bikes, cars
      • international conventions,
      • Natura 2000
      • society becomes core to
      • conservation
      • managers constantly face
      • new challenges
      • managing change becomes a
      • primary task
      • people are key to realize the
      • needed changes
    • 9. Managing people’s behavior
    • 10. Managing people
      • Stick - Carrot - Drum
      People’s behavior is part of (social) systems CEPA: social instruments
    • 11. Conservation managers & people
      • NORMAL REFLEX
      • Laws, regulations, plans;
      • Request (in vain) for more
      • money as an incentive for
      • change;
      • More research on nature and
      • people, more pilot projects…
      • BUT stay behind your desks…!
      • RESULTS: NO CHANGE
      • unsolved problems, paper parks
      • no public awareness, no cooperation
      • negative image, bad publicity
      • fear to meet real people
      • It takes more to change systems:
      • CEPA can make a difference here
    • 12. Usually most managers think CEPA is a responsibility for the PR experts and educators… In reality managers take many (un-informed) CEPA decisions!
    • 13. Example Communicating Biodiversity to private forest owners
    • 14. Movie or innovation?
        • Intended un-informed CEPA approach
        • We need a movie to convince private
        • forest owners to care about biodiversity
        • Show the differences between clear
        • cutting and selective cutting
        • We need animation, dramatic pictures,
        • visuals of forest managed close to nature
        • When does the movie reach all 200.000
        • owners? What will motivate them to
        • watch? What will it change in them?
        • Strategic social intervention in the system
        • Introduction of a new way of forest
        • management, concentrate on pioneers
        • Pioneers doing a successful experiments
        • will set the agenda Forest Department
        • Use inspectors to identify potential
        • pioneers (opinion leaders, academics,
        • not dependent on forest)
        • Small seminars, fieldtrips, helpdesk for
        • ‘ guided’ experiment
    • 15. What triggers change?
        • Un-informed CEPA approach
        • Managers focus on media; come up with
        • fun idea, that captures the imagination
        • Approach convince people individually;
        • social environment not analyzed
        • Content and message are secondary and
        • cannot answer why or what questions
        • Strategic social intervention in the system
        • Managers analyze social system; plan
        • strategically to achieve desired outcomes
        • Interventions are focused on goals -
        • audiences and messages determine media
        • Target audiences are involved in planning;
        • Interventions are based on their values
    • 16. Pulsatilla grandis in Bo č threatened by trampling by visitors Relation management Triggers change
    • 17. What laws cannot do!
      • Previous approach:
      • La w enforcement, education,
      • public awareness, fences by
      • PA - not being aware of other
      • interest groups with different
      • and conflicting messages
      • Each year escalation of the
      • problem and conflicts between visitors
      • and interest groups ; and between
      • interest groups who all th ink they
      • h a ve the right solution and approach.
      • CEPA approach: relation management
      • 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)
    • 18. The results of the CEPA approach Bo č , 1 st May 2003, 2004
    • 19. Wolves - recently appearing in Beskydy - threatened by farmers Crisis management approach triggers change
    • 20. What money cannot do
      • Previous approach
      • 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’.
      • Increase of public outrage in press,
      • relationships worsens; farmers
      • propagate shooting wolves&PA staffs.
      • 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 .
      • Some farmers start taking preventive measures
      • Joint ev aluation and planning of next steps.
    • 21. Disappearing ecological networks in Slovenian Karst and Istria Marketing approach triggers change
    • 22. What research cannot do!
      • Previous approach
      • R esearch 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
      • Each year more ponds used as
      • garbage dump, dried up, falling
      • apart, or totally disappear, mapping
      • more and more difficult
      • CEPA approach: marketing
      • Op inion leaders
      • Focus groups
      • Motives f or new use of ponds
      • Management plan realizing joint s olutions ,
      • j oint 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
    • 23. ‘ Paper’ Park Peca Topla Customer orientation triggers change
    • 24. After three years Biodiversity Strategy is still not coming off the ground: Personal approach triggers change
    • 25. Over exploitation threatens peat bog in Sucha Hora Informal approach triggers change
    • 26. Spiranthis spiralis threatened by natural succession in Bukovske Vrchy Network management triggers change
    • 27. CEPA: changes in approach 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 From Focus only on conservation Focus only on science Focus on media Push strategy Behaving as experts Villagers as ‘objects’ Planning based on assumptions
    • 28. Conclusion 1 CEPA definition
    • 29. 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’)
    • 30. Conclusion 2. CEPA opportunities
    • 31. 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.
    • 32. Conclusion 3 CEPA principles
    • 33. Characteristics of CEPA interventions in the social system
      • 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
      • System approach
      • Marketing
      • Relation management
      • Network management
      • Crisis management
      • Customer orientation
      • Personal approach
    • 34. Conclusion 4 CEPA guidelines Appreciate complexity Invest in human capacity Psychology of value systems Take enough time
    • 35. Guidelines - lessons learned
      • CEPA = management responsibility: change in management style – trans-diciplinary approach
      • Invest in situation & system analysis – real problem, pressure point – go only for essential changes
      • Involve ind i viduals in planning for change : ‘second best’ is ‘better’ than ‘best’!
      • Give people a chan c e to air their objections ; a lways take group norms and habits i n to account
      • Internal communication: everyone is a PR officer – horizontal and vertical (involve bosses)
      • Learn how to work in teams; monitor, evaluate, adapt and give positive feedback
    • 36. Thanks to IUCN project teams from Slovakia, Slovenia, Czech Republic for learning and photos! I look forward to your reactions! hesselink@hect.nl www.hect.nl

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