Designing and managing successful endangered species recovery programs

Endangered species recovery is characterized by complexity and uncertainty in both its biological and organizational aspects. To improve performance in the organizational dimension, some models of organizations are briefly introduced with an emphasis on the organization as a system for processing information, i.e., for successfully dealing with the high uncertainty in the task environment. A strong task orientation,which rewards achievement of the primary goal, is suggested as ideal for this task, as is generative rationality, which encourages workers to observe, critique, and generate new ideas. The parallel organization—a flexible, participatory, problem-solving structure set up alongside traditional bureaucracies—is offered as a useful structure for meeting the demands of uncertainties encountered during recovery. Task forces and projects teams can be set up as parallel organizations. Improved managerial functions include coordinating roles to facilitate the flow and use of information; decision making to avoid groupthink—the defects, symptoms, and countermeasures are described; and productive, active management of the inevitable conflict. The inability of organizations to solve dilemmas, to examine their own structures and management, and to change themselves for more effective, efficient, and equitable performance is seen as the major obstacle to improved recovery programs. Some recommendations for effecting change in bureaucracies are made along with a call for case studies detailing the organizational dimensions of endangered species recovery programs.