Collaborative Management of Public Rangeland in Wyoming: Lessons in Co-Management

Abstract

Collaborative processes are gaining acceptance as a means to integrate different values and interests in the management of natural resources. This paper examines one form of collaboration, Coordinated Resource Management (CRM), as it is being applied to public rangeland management in Wyoming. The study included personal and telephone interviews of participants in CRM groups, document review, and personal observation to understand how the process works to achieve consensus among diverse stakeholders. Groups used five mechanisms to deal with different values and interests in their processes: (1) elimination of unnecessary or “overlay” conflict; (2) limitation of values and visions considered; (3) use of broad goals to guide actions; (4) casting value differences as disagreement over facts; (5) a search for and faith in win-win solutions. These mechanisms vary in their usefulness for achieving co-management ideals. Where interests or values have come into open conflict, as in some conflict-resolution groups, CRM has had limited success. This paper suggests that successful co-management requires more than power-sharing structures. We have yet to develop highly effective processes that can work with conflicting interests. It is also argued that struggles among various interests for greater recognition (and hence power) will continue to undergird the power-sharing collaborative and co-management processes.