Description
Book SynopsisThe days of rationalist scientific management and deference to official data are behind us. The credibility of experts and the information they provide are regularly challenged; officials are routinely provided with conflicting sets of facts as they plan and make decisions; and decision makers and stakeholders alike are largely skeptical that technical information will adequately account for the various interests and concerns and lead to the right outcomes. They struggle to reconcile technical information with other forms of knowledge, and differing interests, priorities and perspectives. Issues like climate change are complicating matters even further, as scientists and technicians must increasingly acknowledge the uncertainty and potential fallibility of their findings, and highlight the dynamic nature of the systems they are explaining.
This book examines how groups looking to plan and make decisions in any number of areas can wade through the imperfect and often contradict
Table of Contents
Foreword , Introduction Theory and Practice of Joint Fact-Finding 1. Joint Fact-Finding and Collaborative Adaptive Management 2. Humble Inquiry: The Practice of "Joint Fact Finding" 3. Role of Science in Environmental Dispute Resolution 4. Science and Policy: Better Decisions through Join Fact-Finding and Collaboration 5. Implications of JFF to Science–Policy Interface 6. Emerging Practice for Adaptive Governance 7. Energy Policy Cases 8. Nuclear Power Joint Fact-Finding 9. Environmental Cases 10. Water Resource Cases 11. Joint fact-finding in Japan 12. Joint fact-finding in Netherlands/Europe 13. Conclusion
Cover image kindly provided by Dr. Peter Adler
