Some people I know are saying how ‘well managed’ our public open spaces are around the Monterey Bay. Let’s examine how one might come to such a conclusion and, at the same time, consider carefully parks managers’ roles in protecting wildlife for future generations.
Logical Fallacies
The simple, unsubstantiated statement that most of the Monterey Bay region’s public parks are ‘well managed’ is rife with logical fallacies. The people saying this are hoping that their statement will resonate because they are perceived as authorities about environmental matters. They are taking advantage of a ‘bandwagon’ building on a very publicly vocal minority of parks users who are also repeating the statement for their own purposes. Members of this bandwagon really enjoy some aspect of public parks and are suggesting that because their expectations have been met, everything else the parks managers are doing is being done well, too. They may be relying on black-or-white rationale where a park is either managed well or not, and they’d rather land on the ‘managed well’ side of that dichotomy. Building on that assertion, they purport any level of critique of parks management as personal attacks on parks managers. In the ensuing discussion, they are incredulous that anyone would suggest something isn’t right with parks management. They point out that all the credible public figures regularly praise our parks. When further pressed, the person claiming local parks are ‘well managed’ says ‘prove me wrong!’ … ‘where is there any proof that local parks are being mismanaged?’ they ask. After providing several examples of failures, the next thing I hear is “well I meant ‘generally well-managed,’ not that they can’t do better.’ If the conversation continues, the ambiguity gets wider and deeper. Why do these people continue to utter this statement?
Motives
Sunny dayists, popularity by praise, narcissism, greed, business marketing…all of these alone or combined are good explanations for the motivation of the people claiming parks are ‘well managed.’ Have you ever met someone who is always leaning into the positives around them? I had the great fortune of spending lots of time with one of those types of people. Our situation allowed us to eat at many of the region’s restaurants. When we first went out to eat, I was pleased that they expressed such praise for the food, the service, the atmosphere…everything! After a long while, I noticed that their praise was the same no matter where we ate out. I tested the hypothesis, leading us to one of the worst restaurants in the region: same level of praise! I bet you know someone like this; imagine them saying that parks are so, very ‘well managed.’ Do you believe them? On the other hand, isn’t it just easier and more fun to praise parks managers? When you are part of this bandwagon, such praise makes you popular.
Or, maybe you don’t care about that bandwagon. Maybe you get exactly what you want at local parks and so share the innocent but narcissistic reflection, ‘parks are well managed!’ A perhaps more malevolent explanation is that those declaring ‘parks are well managed’ actually do understand that parks are NOT well managed but they are getting what they want and so they greedily fight any threats to what’s working for them. For instance, perhaps those sharing the ‘well managed parks’ assertion are daredevil acrobat drone pilots who raise kids and drink beers with the parks managers families…might those be the sort of people who would declare ‘parks are well managed!” There’s one more type that comes to mind: the businessperson. You can probably imagine the marketing lingo of any shrewd businessperson in the fields of nature education, outdoor recreation, tourism, conservation, public administration, or politics. Their statements are carefully crafted to build their personal brand, make more money, have more power. In that context, ‘parks are well managed,’ becomes what in politics is known as a “tribal statement.” One says ‘parks are well managed’ with a nod to one’s colleagues who are most likely to provide some positive business outcome. For instance, parks managers might provide support for nonprofits in the nature education space. Hearing that you are part of the bandwagon, perhaps an outdoor equipment maker will donate some gear to your organization. When a politician is reminded that you share their black-or-white jingoes, they might be especially helpful in supporting initiatives that move you towards business success. I know business-oriented conservationists who regularly say things they know aren’t true such as ‘this park is so very well managed!’ in the mistaken idea that such lies will improve their rapport and make them more powerful.
Bandwagon Patrol
Beware the bandwagon and beware the logical fallacies that accompany unsubstantiated generalities about things you know little about. Perhaps we could all benefit from changing vague generalities/assertions to more detailed personal reflections: ‘When I last visited Nisene Marks, I was pleased not to encounter any hikers.’ instead of ‘Nisene Marks is well managed.’ Let’s get more specific in general about things that affect the environment. Instead of ‘parks are well managed,’ maybe one could say ‘if Henry Cowell had a management plan, it would be easier to judge how well it is being managed.’ We can only fairly judge how well a park is being managed within the context of its management.
Context
If Natural Bridges park’s main objective was maximizing beach access, how are they doing at managing for that? Seems like we should know some details about the context of management at individual parks to better understand how well they are being managed. If Cotoni Coast Dairies’ main objective was managing for nature conservation, how would we know how well the managers are doing? We’d need access to supporting data and summary reports, of course!
Principles of Good Land Management
I suggest a framework of good land management principles. First, for land management to be judged at all, there must be a management plan that informs what happens on the ground. The plan needs to rely on the scientific method and an adaptive management framework, include citations for supporting peer-reviewed publications, and have recommendations for monitoring and managing for the ecological and social carrying capacity of the land. Next, managers should regularly be working to adapt management and the management plan using analyses informed by high quality data. Managers who are doing good work will be transparent with their decision making and focus on actively engaging with and including the public in all aspects of land management. Land managers doing good work will be able to prove how they are maintaining all species while providing access designed to maximize public benefit.
-this essay originally published in Bruce Bratton’s illuminating BrattonOnline.com weekly blog. Why not subscribe (and donate!) now?




















