Structuring international development decisions: confronting trade-offs between land use and community development in Costa Rica

For more than half a century, research and practice in international development has focused on improving the quality of life of people living in developing regions of the world. Recently, researchers, practitioners, and policy makers have recognized the need to blend insights from experts and community stakeholders in development decisions. Research in the decision sciences tells us that these kinds of multiparty and multiattribute decisions are extremely challenging. However, recent experience using structured decision-making (SDM) approaches suggests that the quality of both expert and stakeholder input, and resulting decisions, can be improved by ensuring that people address a series of basic principles relating to identifying objectives and their associated attributes, estimating the consequences of proposed actions, and directly confronting trade-offs that arise during the evaluation of management alternatives. In this paper, we provide an overview of SDM and then discuss a research initiative aimed at applying the approach to a pressing international development problem in rural Costa Rica: management of the lucrative but also environmentally destructive pineapple industry. The objectives of this research were twofold: First, we sought to help inform policy decisions by eliciting land management preferences regarding the pineapple industry from people living in communities surrounding plantations. Second, we evaluated the effectiveness of the SDM approach in a developing community context.     

Five propositions for improving decision making about the environment in developing communities: insights from the decision sciences

Decisions focused on managing natural resources in developing areas present some of the most imposing challenges to policy makers, scientists, and stakeholders alike. The response of policy makers and the technical community in the face of these challenges has been significant. However, our experiences as researchers and facilitators of group planning and decision-making processes have left us concerned about the lack of attention devoted to supporting the underlying processes used to make these complex decisions. To this end, we present five propositions based on work in the decision sciences that we believe stand out as essential for improving decision-making processes in developing communities.