6.4 Solutions
Various solutions exist to overcome the barriers presented above. The first
is collaborative decision making, which is an iterative process that involves
all the participants in a decision. Wondolleck and Yaffee (2000) discuss
the barriers to the effective collaborative processes, several of which are
similar to the obstacles to effective use of models for resource management.
Successful engagement by stakeholders must involve the capability, trust,
collaborative relationships, understanding, joint fact finding, dealing with
conflict, will, and a learning organization (Wondolleck and Yaffee 2000).
The use of models in such collaborative decision-making processes typically
enhances the brainstorming ability of the interaction (e.g., Karacapilidis and
Papadias 2001). Furthermore, web-based models and toolkits [discussed
by Bartell (Chapter 11, this volume) and Holland et al. (Chapter 12, this
volume)] should allow users to retrieve data stored in remote databases to
further document their arguments and to stimulate exploration for which
decisions best reflect their interests and intentions. Models permit various
scenarios to be examined and role playing, which allows alleviation of
potential problems in conflicting goals among the group. However, since
some groups may have incentives not to reach closure, they may be adverse
to the acceptance of model results, which can lead to a hesitancy to use
models at all.
A second major solution to these barriers is improved technology transfer and greater communication. As the use of computers spreads, more
people become familiar with the language involved in model development and use and with the conceptual background of models. Also, there
is greater familiarity with the techniques of model development and the
data available for models. It will be interesting to see if the next generation that has grown up with the use of computer games will be more accepting of a gaming approach to scenario exploration and simulation, which
is basically a model. The types of developments discussed in this volume
(e.g., toolkits of models) should enhance the use of models in resource
management.
Interestingly, the wide adoption by the general public of weather-model
projections, which are a part of every weather report heard on radio or
television, was based upon initial efforts by small groups and individuals
to commercialize the use of weather models. The development and use of
weather models went hand-in-hand with the acquisition of data for those
models. The mission of the National Weather Service is the same as it was
when first established under the U.S. Army in 1870: “to provide for taking
meteorological observations . . . and for giving notice . . . of the approach
and force of storms.” But its mission has been made much easier by the
advent of forecasting models, satellite data on clouds, and radar data on
precipitation. In early years, the meteorological reports were taken by
observer-sergeants at 24 stations and transmitted by telegraph to the central
6. Barriers to the Use of Ecological Models in Decision Making
117
Various solutions exist to overcome the barriers presented above. The first
is collaborative decision making, which is an iterative process that involves
all the participants in a decision. Wondolleck and Yaffee (2000) discuss
the barriers to the effective collaborative processes, several of which are
similar to the obstacles to effective use of models for resource management.
Successful engagement by stakeholders must involve the capability, trust,
collaborative relationships, understanding, joint fact finding, dealing with
conflict, will, and a learning organization (Wondolleck and Yaffee 2000).
The use of models in such collaborative decision-making processes typically
enhances the brainstorming ability of the interaction (e.g., Karacapilidis and
Papadias 2001). Furthermore, web-based models and toolkits [discussed
by Bartell (Chapter 11, this volume) and Holland et al. (Chapter 12, this
volume)] should allow users to retrieve data stored in remote databases to
further document their arguments and to stimulate exploration for which
decisions best reflect their interests and intentions. Models permit various
scenarios to be examined and role playing, which allows alleviation of
potential problems in conflicting goals among the group. However, since
some groups may have incentives not to reach closure, they may be adverse
to the acceptance of model results, which can lead to a hesitancy to use
models at all.
A second major solution to these barriers is improved technology transfer and greater communication. As the use of computers spreads, more
people become familiar with the language involved in model development and use and with the conceptual background of models. Also, there
is greater familiarity with the techniques of model development and the
data available for models. It will be interesting to see if the next generation that has grown up with the use of computer games will be more accepting of a gaming approach to scenario exploration and simulation, which
is basically a model. The types of developments discussed in this volume
(e.g., toolkits of models) should enhance the use of models in resource
management.
Interestingly, the wide adoption by the general public of weather-model
projections, which are a part of every weather report heard on radio or
television, was based upon initial efforts by small groups and individuals
to commercialize the use of weather models. The development and use of
weather models went hand-in-hand with the acquisition of data for those
models. The mission of the National Weather Service is the same as it was
when first established under the U.S. Army in 1870: “to provide for taking
meteorological observations . . . and for giving notice . . . of the approach
and force of storms.” But its mission has been made much easier by the
advent of forecasting models, satellite data on clouds, and radar data on
precipitation. In early years, the meteorological reports were taken by
observer-sergeants at 24 stations and transmitted by telegraph to the central
6. Barriers to the Use of Ecological Models in Decision Making
117