Problem structuring in participatory forest planning

Decision-making for multi-purpose forestry requires well-aligned public participation and stakeholder interaction. The operational research community has developed both the theory and practice of problem-structuring methods (PSMs) to help stakeholders determine a solvable joint problem perception. Problem structuring is typically conducted via facilitated modelling (group negotiation) in workshops. This review investigates problem-structuring activity within participatory forest planning over the period 2002–2011. A total of 32 research articles were studied and summarized. It was found that problem structuring is widely scattered in different continents, but most of the explicitly named PSMs arise from south-eastern Asia or Africa. Sophisticated problem structuring seems rather rare in forest planning, but some good examples bring evidence that encourages the use of facilitated modelling in participatory forest planning. Evoked activeness among stakeholders signals meaningful social learning, while improved knowledge exchange, anticipated ‘sense of ownership’ by stakeholders and commitment to the process were the main observed positive effects of problem structuring. However, problem structuring needs good facilitation as well as modelling and decision-analysis expertise. Attention must be paid to ensure participants' comprehension and to explicate the goals and rules of problem structuring with participants.

► In problem structuring, a stakeholder group negotiates the decision situation.
► Problem structuring contributes to social learning and knowledge exchange.
► Problem structuring methods (PSMs) bring formal means to stakeholders' negotiation.
► South-East Asia was identified as leading the use of PSMs in forest planning.
► For a wider use of PSMs, new skills for analysts and facilitators are needed.