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Self-Organization on the Edge of Chaos in Clayoquot Sound

Self-Organization on the Edge of Chaos in Clayoquot Sound. Ann Svendsen Centre for Innovation in Management Simon Fraser University. Experience with conflict and collaboration. How does sustained conflict serve us? …our stakeholders? When is a more collaborative approach necessary/possible?

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Self-Organization on the Edge of Chaos in Clayoquot Sound

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  1. Self-Organization on the Edge of Chaos in Clayoquot Sound Ann Svendsen Centre for Innovation in Management Simon Fraser University

  2. Experience with conflict and collaboration • How does sustained conflict serve us? …our stakeholders? • When is a more collaborative approach necessary/possible? • Where has collaboration worked? • Where has it failed?

  3. Clayoquot Sound: A Mythic Battle • Conflict began in mid 1980’s • Key stakeholders • Coalition of environmental groups • MacMillan Bloedel Forest Company • First Nations leaders (Nuu-Chah-Nulth) • Government in passive role though responsible for Crown Lands • No one “in charge”

  4. What happened? • Conflict (1985-1995) • protests, blockades and market campaign • Exploration(1994-1998) • community-based dialogue and learning • development of new model of forestry • Collaboration(1999- ?) • MOU re joint venture forest company • collaboration on the Central and North Coast

  5. Social Capital - A Key to Collaboration • “.. the stock of active connections among people: the trust, mutual understanding and shared values and behaviors that bind the members of human networks and communities and make cooperative action possible.” Cohen and Prusak, 2000

  6. Key Dimensions • Talking: communication, networking • Trusting: from transactional reciprocity to values-based mutual identification • Thinking: mutual understanding & language

  7. Barriers to Building Social Capital • hostility/years of conflict • isolated social networks • gender/ethnicity/life experience differences • lack of common vision/goal • no language for sustainable forestry

  8. Opportunities • stakes were high; interdependence recognized • First Nations’ spoke for the whole and infused dialogue with important values • ENGOs and MB leaders willing to let go of “noble certainties” • key participants skilled at listening, respecting, suspending judgement and speaking with own voice

  9. Conflict us/them negotiated settlement issue focused short term “one night stand” Collaboration we/all stakeholders shared problem solving goal or vision focused long term “going steady” An Evolving Frame of Reference

  10. Lessons Learned • Relationships evolved between individuals and organizations • Relationships fostered greater interdependence and trust • Solutions emerged that weren’t anticipated • Relationship-building competence a key • Social capital essential for collaboration

  11. Start small Manage expectations Seek quick successes and build on them Make linkages Keep the door open Embrace diversity Focus on shared visions Earn trust Strategies

  12. Vignettes: Building Social Capital • Storytelling in Ahousat • White knuckle lunches • Dinner with the CEO • Stroller diplomacy • Science and songs • Pathfinding for Iisaak

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