The role of network structure in integrated water management: a case study of collaboration and influence for adopting nature-based solutions
The role of network structure in integrated water management: a case study of collaboration and influence for adopting nature-based solutions
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DOI：
10.3389/frwa.2023.1011952
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发表时间：
2023-08
影响因子：
2.9
通讯作者：
C. Castro;C. Carney;M. D. de Brito
中科院分区：
文献类型：
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作者：
C. Castro;C. Carney;M. D. de Brito
水资源综合管理（IWM）涉及一系列超越传统水文学的政策、行动和组织过程，以考虑复杂水资源系统的多方面问题。由于其跨学科性质，IWM包含来自不同利益相关者的投入，每个利益相关者都有独特的看法，价值观和经验。然而，来自不同背景的利益攸关方可能对最佳做法和集体前进道路存在分歧。因此，成功的IWM必须解决关键的治理原则（例如，信息流、集体决策和权力关系）。在这里，我们试图展示网络结构如何影响IWM内部的共同决策。我们探讨了美国德克萨斯州休斯顿的一个案例研究，来自不同部门和治理级别的决策利益相关者参与了一个参与式建模研讨会，以通过IWM改善基于自然的解决方案（NBS）的采用。利益相关者使用模糊认知映射（FCM）来定义一个IWM模型，包括多方面的元素和它们之间的相互关系，这影响了在休斯敦通过NBS。我们应用扎根理论和归纳推理，对利益相关者如何看待自己在管理系统中的隐性信念模式进行分类。然后，我们使用基于FCM的建模来探索独特的NBS政策如何转化为更多（或更少）的NBS采用。最后，我们计算了特定的网络指标（例如，密度、层次和中心性指数），以更好地理解IWM模型中人水关系的结构。我们比较了利益相关者在信息工作管理中的角色的隐性假设与利益相关者定义的模型中嵌入的影响力和集体主义的量化程度，我们的发现揭示了利益相关者关于信息工作管理的外部信念陈述与他们通过认知映射和参与式建模的内部假设之间的不匹配。案例研究网络的特点是内部协调程度有限（低密度指数），民主潜力高（低层次指数），高效率的管理机会（高中心指数），这超越了社会机构的规模。这些发现与利益相关者在小组研讨会上描述的几种信念模式形成了对比。我们描述了如何与利益相关者持续的伙伴关系导致了适应性学习的机会，在那里国家统计局的规划模式开始转向跨规模的合作，旨在高杠杆的管理机会。我们强调网络分析如何使我们更好地了解关键治理原则在多大程度上推动了IWM模型的行为，我们利用该模型通过识别隐藏的治理转型机会来形成更深层次的利益相关者伙伴关系。
Integrated water management (IWM) involves a range of policies, actions, and organizational processes that go beyond traditional hydrology to consider multifaceted aspects of complex water resource systems. Due to its transdisciplinary nature, IWM comprises input from diverse stakeholders, each with unique perceptions, values, and experiences. However, stakeholders from differing backgrounds may disagree on best practices and collective paths forward. As such, successful IWM must address key governance principles (e.g., information flow, collective decision-making, and power relations) across social and institutional scales. Here, we sought to demonstrate how network structure impacts shared decision-making within IWM.We explored a case study in Houston, Texas, USA, where decision-making stakeholders from various sectors and levels of governance engaged in a participatory modeling workshop to improve adoption of nature-based solutions (NBS) through IWM. The stakeholders used fuzzy cognitive mapping (FCM) to define an IWM model comprising multifaceted elements and their interrelationships, which influenced the adoption of NBS in Houston. We applied grounded theory and inductive reasoning to categorize tacit belief schemas regarding how stakeholders viewed themselves within the management system. We then used FCM-based modeling to explore how unique NBS policies would translate into more (or less) NBS adoption. Finally, we calculated specific network metrics (e.g., density, hierarchy, and centrality indices) to better understand the structure of human-water relations embedded within the IWM model. We compared the tacit assumptions about stakeholder roles in IWM against the quantitative degrees of influence and collectivism embedded within the stakeholder-defined model.Our findings revealed a mismatch between stakeholders' external belief statements about IWM and their internal assumptions through cognitive mapping and participatory modeling. The case study network was characterized by a limited degree of internal coordination (low density index), high democratic potential (low hierarchy index), and high-efficiency management opportunities (high centrality index), which transcended across socio-institutional scales. These findings contrasted with several of the belief schemas described by stakeholders during the group workshop. We describe how ongoing partnership with the stakeholders resulted in an opportunity for adaptive learning, where the NBS planning paradigm began to shift toward trans-scale collaboration aimed at high-leverage management opportunities. We emphasize how network analytics allowed us to better understand the extent to which key governance principles drove the behavior of the IWM model, which we leveraged to form deeper stakeholder partnerships by identifying hidden opportunities for governance transformation.