ABSTRACT
This book offers students and practitioners a sophisticated and convincing framework for rethinking the usual approaches to resource management. It uses case studies to argue that professional resource managers do not take responsibility for the social and environmental consequences of their decisions on the often vulnerable indigenous communities they affect. It also discusses the invisibility of indigenous people' values and knowledge within traditional resource management. It offers a new approach to social impact assessment methods which are more participatory and empowering. The book employs a range of case studies from Australia, North America and Norway.
TABLE OF CONTENTS
part |2 pages
Part I Introduction (and disorientation)
part |2 pages
Part II Ways of seeing
part |2 pages
Part III Ways of thinking
chapter 3|47 pages
Complexity in resource management systems: conceptualising abstractions and internal relations
chapter 5|12 pages
Reading landscapes: cartesian geographies or places of the heart?
chapter 6|11 pages
Ethics for resource managers
part |2 pages
Part IV Case studies
chapter 8|64 pages
Recognition, respect and reconciliation
chapter 9|13 pages
Dependent nations or sovereign governments?
chapter 10|32 pages
Indigenous rights or states’ rights: hydro-power in Norway and Québec
part |2 pages
PART V Ways of doing
chapter 11|11 pages
Diversity and world order: professional practice and resource managers
part |2 pages
Part VI From theory to praxis