Environmental Engineering Reference
In-Depth Information
FIGURE 3.4
Arnstein's Ladder of Participation
8. Citizen Control
Degrees of
Citizen Power
7. Delegated Power
The continuum stretches from the
empty ritual of non-participation, to
having the real power needed to affect
outcomes of the processes.
Source:
Arnstein 1969
6. Partnership
5. Placation
Degrees of Tokenism
4. Consultation
3. Informing
2. Therapy
Non-Participation
1. Manipulation
1. Manipulation and 2. Therapy. Both are non-participative. This aim to cure or
educate the participants. The proposed is best and the job of participation
is to achieve public support by public relations.
3. Informing. Citizens holding a clear majority of seats on comittees with dele-
gate powers to make decisions. Public now has the power to assure accountability
of the programme to them.
4. Consultation. Legitimate step - attitude surveys, neighbourhood meetings
and public enquiries. Arnstein felt this is just window dressing.
5. Placation. For example co-option of hand-picked 'worthies' onto comittees.
it allows citizens to advise or plan ad infinitum but retains for power holders the
right to judge the legitimacy or feseabilities of the advice.
6. Partnership. Power in fact redistributed through negotiation between citizens
and power holders. Planning and desicion-making responsibilities are shared
e.g. joint commitees.
7. Delegated Power. Citizens holding a clear majority of seats on comittees
with delegate powers to make decisions. Public now has the power to assure
accountability of the programme to them.
8. Citizen Control. Disenfranchised and stakeholders handle the entire job of
planning, policy making and managing programme e.g. neighbourhood corporation
with no intermediaries between it and the source of funds.
l ow of information. The i nal category, citizen power, involves citizens-power holder part-
nerships, then i nally programmes in which citizens are in control, or can veto decisions.
Understanding the intent of informing and communicating is critical to success.
Without clearly understanding the objectives of communicating and sharing information,
the activity is empty and will raise more questions than answers. Communication should
also be kept clear, simple, honest, and consistent. Ask for feedback only if the response will
be heeded. If the mine management does not intend to use stakeholder feedback, a public
relations campaign is probably more appropriate.
When informing evolves into a two-way communication it takes the form of consulta-
tion for which VicRoads (1997) suggests i ve underlying principles: (1) The community
should be able to understand the decision-making process; (2) it should be easy to par-
ticipate; (3) consultation should be fair; (4) consultation should follow a logical sequence;
and (5) consultation should deal with conl ict resolution. While Arnstein (1969) felt that con-
sultation is merely window dressing, it is the i rst step toward legitimate decision-sharing.
Without clearly understanding
the objectives of communicating
and sharing information, the
activity is empty and will raise
more questions than answers.
 
 
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