Editorial: tyrannies of effective monitoring and evaluation

Carter, R. W. (Bill) and Ross, Helen (2013) Editorial: tyrannies of effective monitoring and evaluation. Australasian Journal of Environmental Management, 20 4: 263-269. doi:10.1080/14486563.2013.860872


Author Carter, R. W. (Bill)
Ross, Helen
Title Editorial: tyrannies of effective monitoring and evaluation
Journal name Australasian Journal of Environmental Management   Check publisher's open access policy
ISSN 1448-6563
2159-5356
Publication date 2013-12-11
Sub-type Editorial
DOI 10.1080/14486563.2013.860872
Open Access Status
Volume 20
Issue 4
Start page 263
End page 269
Total pages 7
Place of publication Abingdon, Oxfordshire, United Kingdom
Publisher Taylor & Francis
Collection year 2014
Language eng
Formatted abstract
Learning by doing is an integral part of the human condition. Perhaps starting in childhood as an innate response to environmental conditions, trial and error learning is increasingly supplemented by other modes of learning as the individual (or institution) matures. Supplementation can become replacement if societal or institutional conventional thinking predominates over reflection when responding to changing circumstances. There are efficiencies in reacting to change in this way, but not necessarily increased efficacy, especially where uncertainty is high and causality is poorly understood. High uncertainty and poorly understood causality have underpinned and driven the adoption of an adaptive management approach to natural resource management, climate change and environmental management generally, and any area where management of people is involved. Adaptive management depends on having time to reflect on the results of actions, supported by monitoring and evaluation of change in condition. However, in environmental management this central requirement appears to be mis-focused, given low priority and poorly executed. The result is that learning is ad hoc and capricious, relying on chance or the astuteness of individual managers, rather than being a process of accumulating knowledge from experience that is institutionally entrenched as part of doing business. Effective use of monitoring and evaluation to underpin adaptive management is impeded by the lingering oppression of normative responses, a legacy of the past. We identify seven of these that need to be addressed if truly learning institutions are to emerge and an adaptive approach to environmental management is to be achieved.
Q-Index Code CX
Q-Index Status Provisional Code
Institutional Status Unknown

Document type: Journal Article
Sub-type: Editorial
Collection: School of Agriculture and Food Sciences
 
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Created: Sun, 30 Mar 2014, 22:35:49 EST by Professor Helen Ross on behalf of School of Agriculture and Food Sciences