Environmental Engineering Reference
In-Depth Information
FIGURE 22.7
The Transmission and Transformation
Logic Underpinning Mining Projects
TRANSMISSION
Notion of a simple world
TRANSFORMATION
Dealing with complex reality
NGOs
Activism
Project 1
Diverse
Stakeholders
Project 2
Project 3
Hard
Infrastructure
Workforce
Retention
Project 4
Project 5
Environmental
Protection
Indigenous
Community
Soft
Infrastructure
OVER TIME
Clearly this cannot and should not be achieved by mining companies alone. It requires the
commitment and understanding of host governments and all other signii cant stakehold-
ers involved, directly or indirectly, in the mine development.
The Notions of a Simplistic World and Complex Realities
Conventional business practice is relying heavily on science and technology to solve prob-
lems and provide answers. As effective as this world-view has been, it has limitations in
dealing with an increasingly interconnected world.
A recent thinking world order framework is characterized by a more complex and organic
world-view. Underlying notions of heterarchy, open systems, a holistic interconnected world
with interdependencies at all levels, where complex relationships between the biotic and abi-
otic world exist, and where humans are part of nature, not separate from it, guide emergent
interpretations from this world order thinking. This living systems approach may offer a bet-
ter framework for understanding and dealing with the world as it really is (Cosby and Bryson
2005). What does this mean to individual mining companies and individual mining ventures?
Figure 22.7
illustrates the conventional representation of the two distinct worldviews
towards mining projects.
The left 'transmission' side represents the conventional view of mining projects perceived
as a reductionist and linear sequence of project developments, dominated by internal busi-
ness concerns. In this view, the dominant mode of operation is termed 'transmission', to refer
to the ordered implementation of standardized and expert-based practice, as 'transmitted'
by the conventional project management process. The right 'transformation' side represents
the complex realities - projects are confronted with diverse and interrelated stakeholders
and issues (NGOs, regional infrastructure, governance and politics, indigenous communi-
ties, etc). This is the world of the highly responsive 'learning organization' operating with
the reality of endless adaptation and change, requiring a transformation approach to the
management of projects.
To operate effectively and deal with complex reality, a mining company (or any corpo-
ration for that matter) may need to adapt in line with changes in perception of the world
in which it operates.
Figure 22.8
illustrates the transmission to transformation change that
To operate effectively and deal
with complex reality, a mining
company may need to adapt in
line with changes in perception
of the world in which it operates.
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