A marine reserve is an area of the ocean that
is protected from extractive or destructive activities.
© 2014 Baker Street Publishing, LLC. All Rights Reserved.
Boulder
Cobble
Sandy
bottom
Rock
Ridge

Many factors have to be considered when
designing a marine reserve network.
Size and spacing
Habitat representation
and replication
Commercial and Recreational
Fishing interests
Non-consumptive uses
Enforcement

California is leading the way
toward more enlightened
ocean management.
1998 Marine Life Management Act
- Manage for long term benefits
- Pursue sustainability
- Take ecosystem perspective
- Apply science-based management
1999 Marine Life Protection Act
- Design and manage a network of
Marine Protected Areas (MPA’s) the
length of the California coast.
2004 Create Ocean Protection Council
- Manage ocean as public trust
- Recognize web of life
- Promote sound science
- Designate MPA’s
This talk is about implementing
the Marine Life Protection Act.

“Design and manage a network
of Marine Protected Areas the
length of the California coast.”
Science Advisory Team
California Fish
and Game
Department’s
First Attempt
“Design a network that will
get these guys off my back”
“You didn’t ask us!!!!”
“Here it is.
We’ve done our best.”

California
Fish and Game
Department’s
second attempt

And then the State ran on to hard
times. Budgets were cut.
And the Fish and Game Department said,
“We can’t implement the law because we
don’t have enough money.”

So, the Resource Legacy
Fund Foundation said,
“We will provide some of the money if you
(the State) will sign a Memorandum of
Understanding.”
The MLPA Initiative was launched.

We created an organization designed to clarify process,
encourage participation, and support collaboration.
Blue Ribbon Task Force
“This group represents a wide range of perspectives and is highly regarded for having good judgment.
Their track record of results and breadth of experience in statewide and national policymaking is going
to play a huge role in the success of this effort. This group has been assembled to look objectively at the
history, the science related to marine protected areas, and the process to ensure that it remains open,
will be accessible and is considerate of all viewpoints.”
Mike Chrisman, California Resources Agency Secretary
Framing ? ?
MLPA
Staff
Professional
Facilitators
Staff
Support
?
Central Coast Regional Stakeholder Group
(30+ stakeholders including 2 marine scientists)
Science Advisory Team
(23 biological/physical scientists and 2 socio-economists)

Central Coast
Pilot Region
It was decided to do a
section of the coast as a
Pilot.
Lessons learned could then be
used in subsequent sections of
the coast.

Most environmental decisions are framed by the Law.
Regulators
Insurance
Companies
Industry
Political System
What is legal?
Social system
What do we want?
Economic system
What does it cost?
Technology
(physical and social)
What can we do?
You are here.
There is a hierarchy of systems involved.

Every decision has a frame and a basis. The basis has
three elements: alternatives, information, and values.
Values
What we want.
Frame
LoAcgtiicon
Information
Alternatives
What we know.
What we can do.
Source: Ron Howard
This framework is useful for clarifying the role of scientists and the role of
stakeholders.

Decisions involve three kinds of people.
Decision Makers
Act
Experts/Scientists
Stakeholders
Action

Here’s where it gets complicated.
Decision Makers
Act
Action
Experts/Scientists
A
Stakeholders
Frame
Information
Alternatives

The MLPA Science Advisory Team (SAT) wrote a set of
guidelines that clarified the advocacy issue.
“It is not the role of the Science Advisory Team to advocate on
issues of value,i.e., what the people of California want or should want.”
“The BRTF makes decisions consistent with three elements:
what is known (information), what is desired (values), and what
can be done (alt ernatives).The SAT’s responsibility is to provide
information that is scientifically sound. Information provided by the
SAT should be based on the best readily available science and be
able to stand the test of scientific peer review. Of the three
decision elements, the first, information is the clear purview of
the SAT. The SAT also has a role in the third element by
providing analyses of the scientific efficacy of proposed
alternatives but has no role in value-based decision elements.
Simply put, the SAT will be proactive in providing
scientific information and scientific analysis of alternatives that
will help guide the BRTF’s decisions. “

The next challenge is to integrate the interests of
stakeholders.
Decision Makers
Act
Action
Experts/Scientists
A
Stakeholders
Frame
Information
Alternatives

We need a process that moves
people toward collaboration
and mutual learning.

Our habit is to negotiate.

Mother Nature does not negotiate.
Stakeholder
Group A
Stakeholder
Group B
Science People of
Stakeholder
Group C
California
Scientific evaluations must be integrated into the decisions. Advocacy-based
negotiation falls short when issues are complicated technically and economically.
Science is value free and scientific judgments are not negotiable.

What is the alternative to negotiation?
The Mutual Learning Model
The model is normative.

This is how we say we should think and behave in
decision making situations.
Your Purpose
•Informed choice
•Valid Information
•Internal commitment
© 2014
Results
•Increased understanding
•More informed decisions
•High commitment to action
•Mutual learning
•Better working relationships
Acting
•State thinking behind own view
•Inquire into other’s views
•Make dilemmas discussible
•Express and reflect on emotion
•Design ways to test merits of
differing views
Framing
•How you see yourself
-What I see is one perspective
-I may be missing something
•How you see others
-Acting sensibly in own mind
-Caught in a dilemma Source: Action Design.
Adapted from Chris Argyris &
Donald Schön

We think and act much differently than we say
we should. We practice a Unilateral Control
model.
• Unilateral control
• Win, don’t lose
• Be rational
• Avoid upset
© 2014
Action repertoire
• Assert own view
• Take own reasoning for
granted
• Minimize inquiry into
others’ views
• Ask leading questions
• Promote face-saving
Aims
Assumptions
• I am acting sensibly.
• Those who differ are
wrong.
• Mistakes are crimes or
sins.
Results
•Limited understanding
•Poor Decisions
•Low commitment
•Each sees other as problem
•Limited learning
(Adapted from Argyris & Schön, Theory in Practice, 1974)

The confirmation
bias is one example
of unilateral control
behavior. We tend
to hear what we
want to hear and we
ignore everything
else.
From Gary Larson, October 1983
8

The challenge is to move large groups
of people toward the mutual learning model.
© 2014
Results
How do we discuss dilemmas?
Action
Repertoire
Aims
Assumptions
Your
Purpose
Joe, our team should think
and act this way. What questions
do you have?
Acting
Framing

We have two tools for facilitating
mutual learning.
Balancing Advocacy
and Inquiry
The Ladder of Inference
Observable “data” and experience!

We tend to get stuck because we begin discussions
high on the ladder.
Actions
based on beliefs
Beliefs
about the world
Conclusions
Assumptions
based on affixed
© 2014
meanings
Affixed Meaning
(cultural and personal)
Selected data
and experience
We get stuck when
we work at the level
of beliefs.
We learn and get
unstuck as we move
toward this level.
Adapted from Action
Science, Chris Argyris
et al, 1985

Science and Facilitation come together on the
ladder.
Actions
based on beliefs
Beliefs
about the world
Conclusions
Assumptions
based on affixed
meanings
Affixed Meaning
(cultural and personal)
Selected data
and experience
© 2014
Facilitation
Structural
Models
Science
Adapted from Action
Science, Chris Argyris
et al, 1985

The MLPA Initiative used a well-proven,
four-phase design process.
Decision Makers
Alternative
Generation Analysis Synthesis Act
Stakeholders and Exper ts Framing
Scientists/
Experts
Stakeholders

Stakeholder and scientist roles were clear.
Framing
Alternative
Generation Analysis Synthesis Act
Law and
Memorandum
of Understanding
Stakeholders Science Team Stakeholders

Status Quo
The stakeholders synthesized a “hybrid” proposal
based on what was learned from the “advocacy”
proposals.
Fishers
Conservationists
Hybrid
Design

The Blue Ribbon Task Force welcomed the work
of the stakeholders and approved the “Hybrid.”

San Francisco Chronicle, April 14, 2007

San Francisco Chronicle, December 25, 2012

Important lesson: strategic decision making is not
a strength of bureaucracies.
Strategic
Decision
Making
Leadership
Operational
Management
(Execution)
Strategic decisions require
broad framing, stakeholder
participation, multi disciplines,
adaptability, innovation, and
design. None of these are
bureaucratic strengths.
In general, bureaucracies
are organized and staffed to
follow rules.

Designing a Network of Marine Reserves in California

Recomendados

Recomendados

Mais conteúdo relacionado

Semelhante a Designing a Network of Marine Reserves in California

Semelhante a Designing a Network of Marine Reserves in California (20)

Último

Último (20)

Designing a Network of Marine Reserves in California