Collaborative resource management : organizational benefits and individual costs
By: MANRING, Nancy J
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ArticlePublisher: Thousand Oaks : SAGE, July 1998Administration & Society 30, 3, p. 274-291Abstract: This article examines some of the key barriers to collaborative resource management: the differential costs and benefits of these approaches for organizations and individuals. Drawing on the U.S. Forest Services use of alternative dispute resolution (ADR) processes to resolve forest plan appeals in the late 1980s, the analysis shows that although ADR can benefit the larger organization, the individuals who actually participate in ADR incur personal costs. The analysis focuses on the time demands and personal costs of collaborative processes. The article concludes by suggesting changes in organizational policies that can help mitigate the differential costs and benefits of ADR and reduce some of the barriers to more widespread use of collaborative management approaches by public officials
This article examines some of the key barriers to collaborative resource management: the differential costs and benefits of these approaches for organizations and individuals. Drawing on the U.S. Forest Services use of alternative dispute resolution (ADR) processes to resolve forest plan appeals in the late 1980s, the analysis shows that although ADR can benefit the larger organization, the individuals who actually participate in ADR incur personal costs. The analysis focuses on the time demands and personal costs of collaborative processes. The article concludes by suggesting changes in organizational policies that can help mitigate the differential costs and benefits of ADR and reduce some of the barriers to more widespread use of collaborative management approaches by public officials
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