Towards a joint natural and cultural heritage management: modes of interaction

Abstract

Arguments for a joint natural and cultural heritage management practice follow a welltrodden path by now - we know what has to be done -, but not so much how to do it. The purpose of this article is to look at practical modes of interaction. What has been suggested so far? Although much has been gained through awareness-raising, the creation of common ground through comparing concepts, and integration within the planning processes, new practice seems to get stuck somewhere down the line. Difficulties relate to traditional thought-collectives, but also to power structures. In this article, I conclude that suggested actions are structured top-down and I propose four bottom-up strategies professionals in the workplace may want to consider to bridge the divide between both domains. As practice in heritage management systems is formed through the dynamic of processes (procedures, protocols, methods), organizations (management commitment, staffing, work routines) and professionals (skills and knowledge), modes of interaction should be focused on these pillars in the system. Bottom-up tactics may help decide professionals working within heritage management to engage in cross-overs. These range from full to partial integration, depending on the context of the task at hand.