There are new opportunities for the application of problem structuring methods to address science and technology risk conflicts through stakeholder dialogue. Most previous approaches to addressing risk conflicts have been developed from a traditional risk communication perspective, which tends to construct engagement between stakeholders based on the assumption that scientists evaluate technologies using facts, and lay participants do so based on their values. 'Understanding the facts' is generally privileged, so the value framings of experts often remain unexposed, and the perspectives of lay participants are marginalized. When this happens, risk communication methodologies fail to achieve authentic dialogue and can exacerbate conflict. This paper introduces 'Issues Mapping', a problem structuring method that enables dialogue by using visual modelling techniques to clarify issues and develop mutual understanding between stakeholders. A case study of the first application of Issues Mapping is presented, which engaged science and community protagonists in the genetic engineering debate in New Zealand. Participant and researcher evaluations suggest that Issues Mapping helped to break down stereotypes of both scientists and environmental activists; increased mutual understanding; reduced conflict; identified common ground; started building trust; and supported the emergence of policy options that all stakeholders in the room could live with. The paper ends with some reflections and priorities for further research. (C) 2013 Elsevier B.V. All rights reserved.

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Abstract: Stakeholders are an integral part of environmental conflict. Analysing the positions and interests of stakeholders is vital in effective environmental conflict management. This paper reviews the literature related to stakeholders and their dynamics in environmental conflict. It also presents the results of a study relating to a New Zealand transport infrastructure project where the positions and interests of stakeholders have kept on changing during the life of the project. This study plots the changing positions of some of the key stakeholders, towards this project. These stakeholders include a policy manager, a community stakeholder, an environmental stakeholder and a political stakeholder. The paper also analyses the changing positions by identifying and classifying the key drivers for these changes.

Abstract: The literature on environmental conflict has expanded greatly over the past 10 years, yet most of the cases and theory have been from a Western, Northern, and developed world context. This volume concentrates on cases of current conflict and its management from Asian and Pacific nations. This paper presents a brief literature review of the nature of environmental conflict and highlights some of the key authors who have featured. Their conclusions are summarised into four key suppositions; a) Environmental conflict is a result of scarcity and represents social struggles against uneven usage and allocation of resources; b) Environmental conflict reflects poor performance by governments in developing complex public policy; c) Environmental conflict involves the issues of power and rights; d) Environmental conflict is an inevitable consequence of development and can be constructive.

Abstract There is an increasingly common argument in the environmental management literature that much of the environmental and resource management is the management of conflict. One of the challenges, while managing such environmental conflicts, is to understand the dynamics of stakeholders in terms of their changing positions and interests. In this paper we present how a systems thinking and modelling study based on system dynamics, was used to understand the changing positions and interests of stakeholders in an environmental conflict. This study involved five phases, namely, stakeholder analysis, group model building, dynamic modelling, scenario planning and modelling, and implementation and organisational learning. The methodology was applied to a New Zealand case relating to a transportation infrastructure project, called the Transmission Gully project.

R&D projects affect the interests of different stakeholders in different ways. Understanding the stakeholders and analysing their interests helps in the better management of R&D projects. In this paper we discuss a methodology to systematically analyse the stakeholders of R&D projects. This methodology includes Freeman's (1984) three levels of analysis: rational, process and transactional. Based on these three levels, the stakeholder management capability of an R&D project is determined. The final stage is based on Mitchell et al. (1997) approach to analysing the dynamics of stakeholders. This methodology is illustrated using a New Zealand case relating to a road pricing RD project.

The general goal of this research was to address the broad question, does consensus work in resource management decision-making? Its purpose was to identify success factors for employing the consensus decision-making model specifically in land use planning; to examine the models incepted by the government of British Columbia during the period 1992-1995; and to investigate the application and effectiveness of the models as actually employed in integrated resource planning in British Columbia. The specific objective was to develop a general diagnostic framework for evaluation, based on indicators and success factors derived from a review of pertinent literature; from interviews with stakeholder participants in these processes; through review of government documentation, and through interviews with government officials who design and manage those processes.Success factors to be tested and explored were compiled from the literature, through a pilot study, government reports, and previous evaluations, such as the CORE Vancouver Island survey. In-depth interviews were conducted with 50 managers and participants of consensus processes at all three levels, in eight planning regions of the province. As interviews of participants proceeded, any new factors which emerged were also added to the list below.Integrity of process Commitment of participants Openness Explicit objectives Early stakeholder identification Strategic communication Facilitator Solid information Clear policy guidelines Prescreening participants Training Neutral chair/process mgr. Interpersonal dynamic Clear operating principles Relationships Representative of constituency Funding Continuity of participants Local participants Meeting facility Plain language Size of group Budget, support of ministryRespondents rated, defined and discussed these factors, and answered general questions regarding success of consensus processes. From qualitative and quantitative analysis, using the spreadsheet program Excel, the following indicators (the top quartile) were determined to be 'critical' to the success of a consensus planning process: Integrity; Solid Information; Facilitator; Commitment of Participants; Explicit Objectives; Training; Strategic Communication; and Government Support. Based on an analysis of the definitions and comments of participants, an evaluation framework was developed for consensus processes in land use planning. This includes diagnostic questions, followed by further considerations and recommendations for some critical indicators. (C) 2002 Elsevier Science Ltd. All rights reserved.

New Zealand GeographerVolume 58, Issue 1 p. 52-53 Ecology, Uncertainty and Policy: Managing Ecosystems for Sustainability Laurie Jackson, Laurie Jackson Environmental Studies Institute of Geography Victoria University of WellingtonSearch for more papers by this author Laurie Jackson, Laurie Jackson Environmental Studies Institute of Geography Victoria University of WellingtonSearch for more papers by this author First published: 28 June 2008 https://doi.org/10.1111/j.1745-7939.2002.tb01623.xAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat No abstract is available for this article. Volume58, Issue1April 2002Pages 52-53 RelatedInformation

New Zealand GeographerVolume 58, Issue 1 p. 54-55 Environments in a Changing World Laurie Jackson, Laurie Jackson Environmental Studies Institute of Geography Victoria University of WellingtonSearch for more papers by this author Laurie Jackson, Laurie Jackson Environmental Studies Institute of Geography Victoria University of WellingtonSearch for more papers by this author First published: 28 June 2008 https://doi.org/10.1111/j.1745-7939.2002.tb01626.xAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat No abstract is available for this article. Volume58, Issue1April 2002Pages 54-55 RelatedInformation

Many planning agencies and stakeholder groups experimented with innovative forms of public involvement in the 1990s. British Columbia is one such jurisdiction which embraced the concept of public involvement in a broad range of land and resource management planning scales - to the degree of collaborative planning with communities, using consensus. The purpose of this paper is to present lessons for planners, supported by literature and by research in British Columbia, Canada from 1995-97, on these public involvement processes. Building on earlier 'typologies' for public involvement in planning, it proposes a strategic approach for identifying and analysing stakeholders, for setting objectives and for subsequently choosing the most appropriate level of public involvement.

The 1990s represented a decade of immense changes in environmental management in New Zealand. This paper outlines the challenges of implementing the widespread reforms started in the 1980s. In terms of the environment, reforms came in the form of a large volume of new legislation and a new system of decentralised planning and management. This paper discusses these changes in the context of a shift toward a new environmental paradigm. Key issues and initiatives of the 1990s are discussed which address sustainability, integration, environmental leadership, and public involvement. Specific strategies are outlined in reference to biodiversity, which has been identified as New Zealand's most pervasive environmental issue. Ongoing challenges for the future include how to better involve stakeholders to incorporate alternative values in decision making.

The 1990s represented a decade of immense changes in environmental management in New Zealand. This paper outlines the challenges of implementing the widespread reforms started in the 1980s. In terms of the environment, reforms came in the form of a large volume of new legislation and a new system of decentralised planning and management. This paper discusses these changes in the context of a shift toward a new environmental paradigm. Key issues and initiatives of the 1990s are discussed which address sustainability, integration, environmental leadership, and public involvement. Specific strategies are outlined in reference to biodiversity, which has been identified as New Zealand's most pervasive environmental issue. Ongoing challenges for the future include how to better involve stakeholders to incorporate alternative values in decision making.

A systematic analysis of stakeholders could enrich the systems thinking and modelling methodology. Among the five phases of the systems thinking and modelling framework, namely, problem structuring, causal loop modelling, dynamic modelling, scenario planning & modelling, and implementation & organisational learning, the importance of stakeholder analysis in the problem structuring and scenario planning & modelling phases is explained in this paper. A New Zealand transportation infrastructure case study is presented in this paper to illustrate the potential usefulness of stakeholder analysis in the systems thinking and modelling methodology.

Knowledge of the antigenic diversity of rotaviruses circulating in a region should be acquired before introducing a rotavirus vaccine. In a collection of 151 rotavirus-positive samples from Mendoza, Argentina, strain diversity was evaluated utilizing G-typing monoclonal antibodies (MAbs), reverse-transcriptase-polymerase chain reaction (RT-PCR) G and P typing, and electropherotyping (PAGE). The G type of 137 (91%) specimens was determined. Typing MAb reactivity with the homologous type ranged from 25-94%. For the seven G1 MAbs utilized, 28 patterns of reactivity among 68 G1 strains occurred. For the 48 G2 strains, six patterns of reactivity occurred utilizing three G2-specific MAbs. Of the 92 samples G- and P-typed by reverse-transcriptase-polymerase chain reaction, 89% had single G/P combinations: eight G1[P4], one G1[P6], twelve G1[P8], 58 G2 [P4], and two G2 [P6]. Nine samples had more than one G type with a single P type, one sample had two P types associated with one G type, and one sample contained multiple G and P types. Twenty-nine PAGE patterns occurred for all G types, but differences of antigenic reaction did not predict differences in migration of gene segments 7, 8, and 9. For three specimens showing discordant results between G type by enzyme-linked immunosorbent assay (EIA) and RT-PCR, we observed unexpected electropherotypes. Complementary evaluation by RT-PCR and MAb-based EIA with multiple typing MAbs revealed genetic and antigenic diversity of circulating rotaviruses, including extensive intratypic variation of the G1 and G2 neutralization antigens, in Mendoza during a single season of rotavirus activity.

The research interest in the field of stakeholder identification, analysis and salience is growing. Stakeholder theories are being proposed and experts in the field are debating over the acceptability of these theories. Starting from the classic stakeholder literature, the paper explores different theories, applications and dynamics of stakeholders available in the literature. The paper concludes that the system dynamics methodology can contribute to understanding the dynamics of stakeholders.

Ornithine decarboxylase (ODC) is a pyridoxal-5'-phosphate-dependent (PLP) enzyme that catalyzes the biosynthesis of the polyamine putrescine. Similar to other PLP-dependent enzymes, an active site Lys residue forms a Schiff base with PLP in the absence of substrate. The mechanistic role of this residue (Lys-69) in catalysis by Trypanosoma brucei ODC has been studied by analysis of the mutant enzymes, in which Lys-69 has been replaced by Arg (K69R ODC) and Ala (K69A ODC). Analysis of K69A ODC demonstrated that the enzyme copurified with amines (e.g. putrescine) that were tightly bound to the active site through a Schiff base with PLP. In contrast, on the basis of an absorption spectrum of K69R ODC, PLP is likely to be bound to this mutant enzyme in the aldehyde form. Pre-steady-state kinetic analysis of the reaction of K69R ODC with L-Orn and putrescine demonstrated that the rates of both the product release (k(off.Put) = 0.0041 s(-)(1)) and the decarboxylation (k(decarb) = 0.016 s(-)(1)) steps were decreased by10(4)-fold in comparison to wild-type ODC. Further, the rates of Schiff base formation between K69R ODC and either substrate or product have decreased by at least 10(3)-fold. Product release remains as the dominant rate-limiting step in the reaction (the steady-state parameters for K69R ODC are k(cat) = 0.0031 s(-)(1) and K(m) = 0.18 mM). The effect of mutating Lys-69 on the decarboxylation step suggests that Lys-69 may play a role in the proper positioning of the alpha-carboxylate for efficient decarboxylation. K69R ODC binds diamines and amino acids with higher affinity than the wild-type enzyme; however, Lys-69 does not mediate substrate specificity. Wild-type and K69R ODC have similar ligand specificity preferring to bind putrescine over longer and shorter diamines. Kinetic analysis of the binding of a series of diamines and amino acids to K69R ODC suggests that noncovalent interactions in the active site of K69R ODC promote selective ligand binding during Schiff base formation.