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The days of rationalist scientific management and deference to
official data are behind us. The credibility of experts and the
information they provide are regularly challenged; officials are
routinely provided with conflicting sets of facts as they plan and
make decisions; and decision makers and stakeholders alike are
largely skeptical that technical information will adequately
account for the various interests and concerns and lead to the
right outcomes. They struggle to reconcile technical information
with other forms of knowledge, and differing interests, priorities
and perspectives. Issues like climate change are complicating
matters even further, as scientists and technicians must
increasingly acknowledge the uncertainty and potential fallibility
of their findings, and highlight the dynamic nature of the systems
they are explaining. This book examines how groups looking to plan
and make decisions in any number of areas can wade through the
imperfect and often contradictory information they have to make
fair, efficient, wise and well-informed choices. It introduces an
emerging and very promising approach called joint fact-finding
(JFF). Rather than each stakeholder group marshaling the set of
facts that best advance their respective interests and perspectives
while discrediting the contradictory facts others provide, groups
are challenged to collaboratively generate shared sets of facts
that all parties accept. This book introduces readers to the theory
of JFF, the value it can provide, and how they can adopt this
approach in practice. It brings together writings from leading
practitioners and scholars from around the world that are at the
forefront of the JFF approach to science intensive policymaking,
urban planning, and environmental dispute resolution. The first set
of chapters outlines the concept of JFF, and situates it within
other bodies of theory and practice. The second set of case-based
chapters elucidates how JFF is being applied in practice. This book
delivers a new perspective to scholars in the field of public
policy, urban planning, environmental studies, and science and
technology studies, as well as public officials, technical experts,
policy consultants, and professional facilitators.
Many of the challenges that decision-makers grapple with in
relation to climate change are governance related. Planning and
decision-making is evolving in ambiguous institutional
environments, in which many key issues remain unresolved, including
relationships between different actors; funding arrangements; and
the sources and procedures for vetting data. These issues are
particularly acute at this juncture, as climate adaptation moves
from broad planning processes to the management of infrastructure
systems. Concrete decisions must be made. Adapting Infrastructure
to Climate Change draws on case studies of three coastal cities
situated within very different governance regimes: neo-corporatist
Rotterdam, neo-pluralist Boston and semi-authoritarian Singapore.
The book examines how infrastructure managers and other
stakeholders grappling with complex and uncertain climate risks are
likely to make project-level decisions in practice, and how more
effective decision-making can be supported. The differences across
governance regimes are currently unaccounted for in adaptation
planning, but are crucial as best practices are devised. These
lessons are also applicable to infrastructure planning and
decision-making in other contexts. This book will be of great
interest to scholars of climate change and environmental policy and
governance, particularly in the context of infrastructure
management.
Many of the challenges that decision-makers grapple with in
relation to climate change are governance related. Planning and
decision-making is evolving in ambiguous institutional
environments, in which many key issues remain unresolved, including
relationships between different actors; funding arrangements; and
the sources and procedures for vetting data. These issues are
particularly acute at this juncture, as climate adaptation moves
from broad planning processes to the management of infrastructure
systems. Concrete decisions must be made. Adapting Infrastructure
to Climate Change draws on case studies of three coastal cities
situated within very different governance regimes: neo-corporatist
Rotterdam, neo-pluralist Boston and semi-authoritarian Singapore.
The book examines how infrastructure managers and other
stakeholders grappling with complex and uncertain climate risks are
likely to make project-level decisions in practice, and how more
effective decision-making can be supported. The differences across
governance regimes are currently unaccounted for in adaptation
planning, but are crucial as best practices are devised. These
lessons are also applicable to infrastructure planning and
decision-making in other contexts. This book will be of great
interest to scholars of climate change and environmental policy and
governance, particularly in the context of infrastructure
management.
The days of rationalist scientific management and deference to
official data are behind us. The credibility of experts and the
information they provide are regularly challenged; officials are
routinely provided with conflicting sets of facts as they plan and
make decisions; and decision makers and stakeholders alike are
largely skeptical that technical information will adequately
account for the various interests and concerns and lead to the
right outcomes. They struggle to reconcile technical information
with other forms of knowledge, and differing interests, priorities
and perspectives. Issues like climate change are complicating
matters even further, as scientists and technicians must
increasingly acknowledge the uncertainty and potential fallibility
of their findings, and highlight the dynamic nature of the systems
they are explaining. This book examines how groups looking to plan
and make decisions in any number of areas can wade through the
imperfect and often contradictory information they have to make
fair, efficient, wise and well-informed choices. It introduces an
emerging and very promising approach called joint fact-finding
(JFF). Rather than each stakeholder group marshaling the set of
facts that best advance their respective interests and perspectives
while discrediting the contradictory facts others provide, groups
are challenged to collaboratively generate shared sets of facts
that all parties accept. This book introduces readers to the theory
of JFF, the value it can provide, and how they can adopt this
approach in practice. It brings together writings from leading
practitioners and scholars from around the world that are at the
forefront of the JFF approach to science intensive policymaking,
urban planning, and environmental dispute resolution. The first set
of chapters outlines the concept of JFF, and situates it within
other bodies of theory and practice. The second set of case-based
chapters elucidates how JFF is being applied in practice. This book
delivers a new perspective to scholars in the field of public
policy, urban planning, environmental studies, and science and
technology studies, as well as public officials, technical experts,
policy consultants, and professional facilitators.
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