Success at integrated catchment management (ICM) requires the ongoing participation of different stakeholders in an adaptive and learning‐based management process. However, this can be difficult to achieve in practice because many initiatives fail to address the underlying social process aspects required. We review emerging lessons around how to engage stakeholders in ways that support social learning. We focus on the experience of an ICM research programme based in the Motueka catchment in New Zealand and provide a simple framework for distinguishing a range of conversations across different communities of practice. We highlight the need to use multiple engagement approaches to address different constituent needs and opportunities, and to encourage the informal conversations that spring up around these. We then illustrate the range of platforms for dialogue and learning that were used in the programme during 10 years of ICM research. Finally, a number of lessons are described from across the programme to guide research leaders and managers seeking to improve collaboration in other integrated science, management and policy initiatives.

Adaptive management is commonly identified as a way to address situations where ecological and social uncertainty exists. Two discourses are common: a focus on experimentation, and a focus on collaboration. The roles of experimental and collaborative adaptive management in contemporary practice are reviewed to identify tools for bridging the discourses. Examples include broadening the scope of contributions during the buy-in and goal-setting stages, using conceptual models and decision support tools to include stakeholders in model development, experimentation using indicators of concern to stakeholders, an experimental focus that reflects the level of statistical confidence required by management, and the engagement of stakeholders in data interpretation so that those affected by management outcomes can learn and adapt accordingly. In this context, a framework of questions that managers can use to reflect on both ecological and social uncertainties as they relate to individual management contexts is proposed.

Apgar, M. J., W. Allen, K. Moore, and J. Ataria. 2015. Understanding adaptation and transformation through indigenous practice: the case of the Guna of Panama. Ecology and Society 20(1): 45.http://dx.doi.org/10.5751/ES-07314-200145