maintain positive momentum, (c) avoid overloading stakeholders, and (d) close gaps in communicati<strong>on</strong>. • In negotiati<strong>on</strong>s with stakeholders, it is important to develop a comm<strong>on</strong> understanding of real resource needs; set clear, shared objectives; and not allow predetermined negotiating positi<strong>on</strong>s or the most vocal individuals to dominate discussi<strong>on</strong>s. With regard to the latter, effort should be made to c<strong>on</strong>trol and take advantage of their energy in order to drive discussi<strong>on</strong>s and outcomes in a positive and not divisive directi<strong>on</strong>. • Coordinati<strong>on</strong> is vital. Communities vary in their willingness and ability to “c<strong>on</strong>sult.” Particularly in small rural communities, stakeholders are often involved in multiple c<strong>on</strong>sultati<strong>on</strong>s regarding access to their resources and the use of those resources by n<strong>on</strong>-governmental organizati<strong>on</strong>s and government agencies. Thus, community c<strong>on</strong>sultati<strong>on</strong>s must be coordinated to avoid overloading and duplicati<strong>on</strong>, which can lead to “c<strong>on</strong>sultati<strong>on</strong> burn-out.” <str<strong>on</strong>g>The</str<strong>on</strong>g>re is also a risk that, especially when stakeholders depend <strong>on</strong> the c<strong>on</strong>sultati<strong>on</strong> process for income, that process itself will become a kind of “new ec<strong>on</strong>omy.” • M<strong>on</strong>itoring of the stakeholder plan and strategy is necessary to identify issues that need to be addressed and to maintain positive momentum. Assessing and managing stakeholder expectati<strong>on</strong>s is essential in order to avoid problems. Providing the feedback necessary to stakeholders, not too little but also not too much, is essential. • Scientists and c<strong>on</strong>servati<strong>on</strong>ists must translate their products in order to establish good communicati<strong>on</strong> with stakeholders. Furthermore, they should always be modest and dem<strong>on</strong>strate genuine respect and appreciati<strong>on</strong> for the perspectives, cultures, and knowledge of key stakeholders, such as fishermen and local communities. • H<strong>on</strong>esty, transparency, and trust are too often neglected in stakeholder communicati<strong>on</strong> and interacti<strong>on</strong>s. Listening to stakeholders’ c<strong>on</strong>cerns, acknowledging their c<strong>on</strong>tributi<strong>on</strong>s and their understanding of marine resource issues, and trying to put <strong>on</strong>eself in their shoes are essential for maintaining l<strong>on</strong>gterm stakeholder support. Stakeholder participati<strong>on</strong> processes can be categorized at four levels, which can progress from (1) informati<strong>on</strong> gathering, to (2) c<strong>on</strong>sultati<strong>on</strong> (where the views of stakeholders are actively requested and used to shape decisi<strong>on</strong>-making, to (3) shared decisi<strong>on</strong>-making (where soluti<strong>on</strong>s to specific issues or problems are sought cooperatively and collaboratively), to (4) identifying and involving key pers<strong>on</strong>alities who are able to build bridges and trust am<strong>on</strong>g participants (gatekeepers). Networking – Key Messages Emerging from the Workshop: Sharing experience and technology: Important issues such as the development of bycatch mitigati<strong>on</strong> methods and the use of special communicati<strong>on</strong> tools (e.g., storytelling, websites, “dialogue matters”) would benefit from better networking am<strong>on</strong>g MMPAs. Comm<strong>on</strong> populati<strong>on</strong>s – comm<strong>on</strong> threats: Fishing fleets (e.g., European Community fleets operating in Pacific Ocean) and other industries (e.g., salm<strong>on</strong> farming in Chile, oil industry, maritime shipping) are often major subjects addressed in MMPA management ICMMPA <str<strong>on</strong>g>C<strong>on</strong>ference</str<strong>on</strong>g> Proceedings 82
plans and strategies. <str<strong>on</strong>g>The</str<strong>on</strong>g>refore, in a global c<strong>on</strong>text, networking could be useful for engaging such stakeholders at an internati<strong>on</strong>al level. ICMMPA <str<strong>on</strong>g>C<strong>on</strong>ference</str<strong>on</strong>g> Proceedings 83
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ProCeedingS oF tHe FirSt internAtio
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PROCEEDINGS OF THE FIRST INTERNATIO
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Hawaiian Islands Humpback Whale Nat
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Symposium 1: Designing MPAs and MPA
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Protected Area of Mediterranean Imp
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Symposium 2: Managing MMPAs Moderat
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have been that MPA managers lack ex
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capacity building in order to addre
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