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In order to achieve collaborative action in nature conservation and natural resources management, stakeholders have to understand and acknowledge other stakeholders’ interests, values, world visions and objectives and they have to overcome the problem of irrational decision-making through innate opposition discourses. In this paper we developed the Mangal Play, an experiential learning method to have participants adopt the role of a particular stakeholder in an imaginary mangrove forest social-ecological system (SES). The Mangal Play is a serious game, more specifically a role-play, aimed at promoting oral dialogues between 20 stakeholders involved in governance, fisheries, aquaculture, agriculture, forestry, tourism, transport, conservation and communication sectors. By providing tools to lecturers and scientists to execute it in a public or classroom setting, the Mangal Play stimulates a decision-making process while accepting compromise and distinguishing bottom-line issues from negotiable positions, and instructs about the behaviour of complex real-world systems in a safe learning environment. We exemplify how social network analysis can serve to visualise the outcome and further develop the Mangal Play. In this way we hope to help stakeholders take into account diverse positions in a rational decision-making process., SCOPUS: ar.j, iiTSE, info:eu-repo/semantics/published

While mangroves are increasingly described as social-ecological systems (SESs), performing SES research is so much more than merely documenting local resource utilisation patterns in case studies. The aim of this paper is to review and show how ecological, human and institutional resilience could be understood and fostered in an era of uncertainty, through the adaptive cycle (AC) heuristic. Uncertainties come in many forms and shapes: climate change, social and economic dynamics, natural disasters, political and institutional disruption and ever-increasing public demands for participation. Social-ecological studies form windows of experimentation that can provide insights beyond their case-specific context. In order to synthesise and structure the cumulative knowledge base arising from existing and future studies, the need for a suitable overarching framework arose. Here, the AC heuristic represents the connectedness between variables of the mangrove SES versus the mangrove's accumulated capital (natural, built, human and social). We posit that the AC heuristic can be used to interpret spatial and temporal changes (ecological, social, economic, political) in mangrove SESs and we exemplify it by using the 2004 Indian Ocean tsunami as well as a century-long silviculture case. The AC, combined with the SES scheme, allows integration of the spato-temporal dynamics and the multi-dimensional character of mangrove SESs. We also reviewed the ecosystem functions, services and disservices of mangrove SESs, linking each of them to SES capital and variable (fast or slow) attributes, which in turn are closely linked to the different axes and phases of the AC. We call upon mangrove scientists from the natural, applied, social and human sciences to join forces in fitting diversified empirical data from multiple case studies around the world to the AC heuristic. The aim is to reflect on and understand such complex dynamic systems with stakeholders having various (mutual) relationsh, iiTSE, SCOPUS: ar.j, info:eu-repo/semantics/published

Effective management of a socio-ecological system (SES) requires a good understanding of: (i) ecosystem functionality, (ii) interactions between social and ecological units, and (iii) stakeholder perceptions and activities. Matang Mangrove Forest Reserve (MMFR) covering 40,200 ha in Peninsular Malaysia is under silvicultural management (with a 30-year forest rotation cycle) for charcoal and timber production since 1902. The aim of this study is to assess the perceptions of (select) local stakeholders on the ongoing mangrove management of MMFR. Earlier, Huge et al. (2016), using Q methodology, identified three main shared perceptions, called discourses: (1) Optimization- ‘keep up the good work, but keep improving’, (2) Change for the better- ‘ecotourism & participatory management for sustainability’, and (3) Continuity – ‘business as usual is the way to go’. The current study is a follow-up to Huge et al. (2016) and reports on a survey which assessed the degree of support of the local stakeholders towards those three management discourses. The core statements of each discourse were presented as questions and then ranked by the participants. Based on the findings of the survey, the local stakeholders were clustered into three main working categories: (i) charcoal and timber workers, (ii) fishermen and (iii) service providers. The interviews held with 114 stakeholders indicated that discourse (2) ‘change for the better’ is the most popular (supported by 72% of the participants) regardless of the stakeholders’ working category. This discourse voices the involvement of local people in decision making, adopts participatory management, and encourages diverse mangrove-based economic activities beyond mere charcoal and timber production. Single-use management (focusing only on maximising charcoal and timber yields) was perceived as not equitably benefiting all local stakeholders. The insights of this study can guide the managers of Matang Mangrove Forest Reserve to improve t, SCOPUS: ar.j, iiTSE, info:eu-repo/semantics/published

info:eu-repo/semantics/published

info:eu-repo/semantics/published

info:eu-repo/semantics/published

info:eu-repo/semantics/published

info:eu-repo/semantics/published

info:eu-repo/semantics/published

info:eu-repo/semantics/published