Clark looks at leadership and policy in managing natural resources. She assesses accomplishments toward sustainability over the past forty years. Susan G. Clark is Joseph F. Visit Seller's Storefront. Contact details: hub. We accept returns for unwanted and incorrect items within 28 days of delivery and will refund you on receipt. Shipping costs are based on books weighing 2. If your book order is heavy or oversized, we may contact you to let you know extra shipping is required.
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Format: Hardcover. She is an expert on conservation, natural resource management, and public policy whose research has long given particular emphasis to problems in the Greater Yellowstone. She is very well placed to provide the definitive book on management of the area.
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In light of this potential, this book disappoints. While it provides background information on the Greater Yellowstone and the GYCC, there is no overview of the region and its policy challenges. She does not discuss in any systematic way the different goals and management cultures of the national parks, forests, and wildlife refuges. The state governments, and local communities such as Cody, Jackson and West Yellowstone, receive only brief walk-on roles. The index lists only three pages that mention the word "wolf," and eleven for "elk," to mention two salient problems, though in fairness, grizzly bears are mentioned much more.
Oil and gas leasing appears on only seven pages. Instead, Clark gives most of the pages in this book to the theory of public policy. She knows this literature very well.
Unfortunately, it's presented throughout the book in capsule summaries "Smith shows that decision-makers are prone to the following three errors," to take a fictional example. All too often, this review becomes a typological exercise. Typologies are an important part of the early stage of any science, so we should not reject them out of hand. However, I believe the policy sciences are sufficiently advanced that we should be able to move to the next stage, stating specific relationships among the concepts in the typology.
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Clark shrinks back from doing that, preferring the language of possibility X can be related to Y rather than proto-theoretical claims X is related to Y; X causes Y. Rather than being a book about how to manage Greater Yellowstone, this is instead the reflections of an eminent scholar on how leaders should manage complex policy problems. Her recommendations focus on the people in leadership roles.