The Political–Technical Divide and Collaborative Management in Brazil's Taquari Basin
Elected officials and managers are both integral players in natural resource management. Politicians and technicians recognize that interdependencies exist, but finding organizational models that effectively integrate the distinct political and technical aspects of these endeavors remains a challeng...
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| Published in | The journal of environment & development Vol. 19; no. 1; pp. 68 - 90 |
|---|---|
| Main Author | |
| Format | Journal Article |
| Language | English |
| Published |
Los Angeles, CA
SAGE
01.03.2010
SAGE Publications SAGE PUBLICATIONS, INC |
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| Abstract | Elected officials and managers are both integral players in natural resource management. Politicians and technicians recognize that interdependencies exist, but finding organizational models that effectively integrate the distinct political and technical aspects of these endeavors remains a challenge. In Brazil's Taquari Basin, leaders formed a watershed-based intermunicipal consortium in an attempt to achieve such integration. The experience of this consortium shows that organizing management around watersheds does not naturally lead to political–technical integration. The institutional separation of political and technical activities within this consortium's structure generated divergent beliefs about appropriate functions for a watershed-based organization, ultimately impeding collaboration. Efforts to overcome these differences were largely unsuccessful, as the communication strategies employed were based on flawed understandings of the interests and objectives of politicians and technicians, respectively. This study draws on conceptual frameworks from organizational sociology to uncover the social forces that both facilitate and impede collaboration across the political–technical divide. |
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| AbstractList | Elected officials and managers are both integral players in natural resource management. Politicians and technicians recognize that interdependencies exist, but finding organizational models that effectively integrate the distinct political and technical aspects of these endeavors remains a challenge. In Brazil’s Taquari Basin, leaders formed a watershed-based intermunicipal consortium in an attempt to achieve such integration. The experience of this consortium shows that organizing management around watersheds does not naturally lead to political—technical integration. The institutional separation of political and technical activities within this consortium’s structure generated divergent beliefs about appropriate functions for a watershed-based organization, ultimately impeding collaboration. Efforts to overcome these differences were largely unsuccessful, as the communication strategies employed were based on flawed understandings of the interests and objectives of politicians and technicians, respectively. This study draws on conceptual frameworks from organizational sociology to uncover the social forces that both facilitate and impede collaboration across the political—technical divide. Elected officials and managers are both integral players in natural resource management. Politicians and technicians recognize that interdependencies exist, but finding organizational models that effectively integrate the distinct political and technical aspects of these endeavors remains a challenge. In Brazil's Taquari Basin, leaders formed a watershed-based intermunicipal consortium in an attempt to achieve such integration. The experience of this consortium shows that organizing management around watersheds does not naturally lead to politicalDLtechnical integration. The institutional separation of political and technical activities within this consortium's structure generated divergent beliefs about appropriate functions for a watershed-based organization, ultimately impeding collaboration. Efforts to overcome these differences were largely unsuccessful, as the communication strategies employed were based on flawed understandings of the interests and objectives of politicians and technicians, respectively. This study draws on conceptual frameworks from organizational sociology to uncover the social forces that both facilitate and impede collaboration across the politicalDLtechnical divide. Reprinted by permission of Sage Publications, Inc. |
| Author | Safford, Thomas G. |
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| Cites_doi | 10.1215/9780822390596 10.1017/CBO9780511803987.013 10.1201/9781420032505.ch1 10.7551/mitpress/6577.001.0001 10.1177/1086026601142001 10.1016/j.jhg.2004.12.019 10.1111/j.1468-2427.2006.00691.x 10.1080/08941920701648846 10.2307/2095101 10.1080/07900629849385 10.1080/08941920701216578 10.1086/226550 10.1177/1094428106292900 10.1177/00027649921954903 10.1007/s00267-004-1039-0 10.1016/j.worlddev.2007.04.008 10.2307/2392620 |
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Unpublished doctoral dissertation year: 2004 ident: atypb40 contributor: fullname: Safford, T.G. – ident: atypb33 doi: 10.1086/226550 – ident: atypb8 doi: 10.1177/1094428106292900 – volume-title: Collaborating: Finding common ground for multi-party problems year: 1989 ident: atypb21 contributor: fullname: Gray, B. – ident: atypb25 doi: 10.1177/00027649921954903 – volume-title: Deposição de Sedimentos e Perda de Água do Rio Taquari no Pantanal year: 1998 ident: atypb36 contributor: fullname: Padovani, C.R. – ident: atypb10 doi: 10.1007/s00267-004-1039-0 – volume-title: Making collaboration work: Lessons from innovation in natural resources management year: 2000 ident: atypb46 contributor: fullname: Wondolleck, J.M. – ident: atypb1 doi: 10.1016/j.worlddev.2007.04.008 – ident: atypb5 doi: 10.2307/2392620 |
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| Title | The Political–Technical Divide and Collaborative Management in Brazil's Taquari Basin |
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