ABSTRACT
This chapter aims to characterize the structural changes in the practice of public archaeology that took place as a reactive "salvage" approach gave way to a more proactive "cultural resource management" (CRM). The Glen Canyon Project took place late in the salvage era; the Dolores Project embodied many aspects of the emerging Cultural Resource Management (CRM) paradigm but retained aspects of salvage; and the Animas-La Plata Project was a product of early twenty-first century CRM. The three projects span a period that saw fundamental changes in archaeological method and theory and in the technical capacities of archaeology and related disciplines to gain information from the archaeological record. The legal mandates that gave rise to CRM have resulted in an enormous expansion of the amount and scale of public archaeology, and created a new category of CRM professionals who are not employed primarily in academia.
