The Influence of Adaptive Co-management Interrelations on the Social Learning, Change and Transformation of the Pugu and Kazimzumbwi Community in Tanzania

Abstract

This study sought to identify signs of social learning, change and transformation resulting from adaptive co-management interrelations in terms of the project ‘Reduction of Emission from Deforestation and Forest Degradation’ (REDD) at the Pugu and Kazimzumbwi Forest Reserves (PKFR) community in Tanzania. The study therefore presents some enablers and constraints in respect of learning, agency formation, social change and transformation potentially influenced by the REDD. This is a qualitative case study that explored ‘learning’1 from living experiences of local people at the PKFR and from local mechanisms of the REDD project. Reflexive workshop interventions were used to validate the performance of local REDD practices against the adaptive co-management framework. Other data was obtained through interviews, focus-group discussion, the analysis of documents and direct observations. The study found that individual people may deepen their understanding of forestry issues through collaborative interrelations. Social learning in the PKFR community was potentially stimulated by people’s relational interactions, reflective thinking and anticipations, and questioning of past practices. Learning occurred subtly, and the learning process was not endured firmly enough to foster the complex learning dynamics necessary for transformational changes. As a result, most of the REDD-stimulated learning did not transform the practices desired in the project.

Keywords: Social learning, transformations, interrelations, adaptive co-management.