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dc.contributor.authorBond, Alan
dc.contributor.authorMorrison-Saunders, Angus
dc.contributor.authorPope, Jenny
dc.contributor.authorRetief, Francois
dc.contributor.authorGunn, Jill A.E.
dc.date.accessioned2016-09-13T07:03:26Z
dc.date.available2016-09-13T07:03:26Z
dc.date.issued2015
dc.identifier.citationBond, A. et al. 2015. Managing uncertainty, ambiguity and ignorance in impact assessment by embedding evolutionary resilience, participatory modelling and adaptive management. Journal of environmental management, 151:97–104. [http://www.journals.elsevier.com/journal-of-environmental-management/]en_US
dc.identifier.issn0301–4797
dc.identifier.issn1095–8630 (Online)
dc.identifier.urihttp://hdl.handle.net/10394/18666
dc.identifier.urihttp://dx.doi.org/10.1016/j.jenvman.2014.12.030
dc.identifier.urihttp://www.sciencedirect.com/science/article/pii/S0301479714006094
dc.description.abstractIn the context of continuing uncertainty, ambiguity and ignorance in impact assessment (IA) prediction, the case is made that existing IA processes are based on false ‘normal’ assumptions that science can solve problems and transfer knowledge into policy. Instead, a ‘post-normal science’ approach is needed that acknowledges the limits of current levels of scientific understanding. We argue that this can be achieved through embedding evolutionary resilience into IA; using participatory workshops; and emphasising adaptive management. The goal is an IA process capable of informing policy choices in the face of uncertain influences acting on socio-ecological systems. We propose a specific set of process steps to operationalise this post-normal science approach which draws on work undertaken by the Resilience Alliance. This process differs significantly from current models of IA, as it has a far greater focus on avoidance of, or adaptation to (through incorporating adaptive management subsequent to decisions), unwanted future scenarios rather than a focus on the identification of the implications of a single preferred vision. Implementing such a process would represent a culture change in IA practice as a lack of knowledge is assumed and explicit, and forms the basis of future planning activity, rather than being ignoreden_US
dc.language.isoenen_US
dc.publisherElsevieren_US
dc.subjectEvolutionary resilienceen_US
dc.subjectadaptive managementen_US
dc.subjectuncertaintyen_US
dc.subjectambiguityen_US
dc.subjectignoranceen_US
dc.subjectpost-normal scienceen_US
dc.titleManaging uncertainty, ambiguity and ignorance in impact assessment by embedding evolutionary resilience, participatory modelling and adaptive managementen_US
dc.typeArticleen_US
dc.contributor.researchID23920084 – Bond, Alan James
dc.contributor.researchID21168032 – Morrison-Saunders, Angus Neil
dc.contributor.researchID24889717 – Pope, Jennifer Margaret
dc.contributor.researchID12307807 – Retief, Francois Pieter


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