Abstract
An important outcome of social learning in the context of natural resource management is the potential for collective action—actions taken by a group of people that are the result of finding shared or common interest. Evidence of the relationship between collective action and social learning is beginning to emerge in the natural resource management literature in areas such as community forestry and participatory irrigation, but empirical evidence is sparse. Using a qualitative inquiry and research design involving a case study of the Wet’zinkw’a Community Forest Corporation, this paper presents research that examined the relationships between collective action and social learning through community forest management. Our findings show strong evidence of collective action outcomes on the part of board members responsible for the community forest, such as establishing a legacy fund, adding value to logs, protecting First Nations cultural values, and hiring locally. Our data also reveal that the actions taken by board members were encouraged through social learning that was related to acquiring (new) knowledge, developing an improved/deeper understanding, and building relationships. However, we found limited opportunities for community forest partners and the general public to learn and contribute to collective action outcomes since the actions taken and associated learning occurred mainly among board members.
Highlights
Evidence clearly suggests that social learning is important to creating a path forward in relation to complex natural resources management decisions [1,2]
An important component of community forestry is management for the benefit of local communities as opposed to industrial corporations [27,28]. This component was underscored to those proposing the Wet’suwet’en Community Forest Corporation (WCFC) during consultations with stakeholders, who felt this must be a central factor of any CF
The data presented in this paper provide further case evidence supporting the contention that social learning can result in collective action outcomes or that collective action is an outcome of social learning [11,18]
Summary
Evidence clearly suggests that social learning is important to creating a path forward in relation to complex natural resources management decisions [1,2]. Social learning typically involves participants sharing their opinions, ideas, and knowledge, as influenced by their backgrounds, interests, experiences and/or beliefs about how resources should be managed. This opportunity to share diverse perspectives and views allows for deliberations that can facilitate joint problem solving and empower participants to alter their thinking and previously held knowledge to identify new directions [4,5]. Decision-making and management that includes learning opportunities helps build trust and relationships among participants, while changing decision-making practices and improving approaches to managing resources [8,9,10]
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