Interpreting Critical Issues for Heritage Resource Management.
by
John A. Veverka
Interpretative communications has been gaining in use by agencies and managers for use in
interpreting management issues and for a variety of public relations functions. We
know that interpretation is the most powerful communication process we have available to
us to use to communicate to our visitors with. Interpretive communications thus becomes a
first line of communication with visitors about "critical management
issues".
What is a "critical issue"?
For the purpose of this paper, "critical issues" are defined as information or
topics that deal with resource problems and their need for solutions, or other related
resource issues that relate to the safety of the visitor at the resource site. As
examples, "critical issues" may include, but not be limited to:
- Water safety issues (boating, swimming, etc.).
- Resource management of endangered species or habitats.
- Resource management of fragile resource sites (sand dunes, bogs, etc.).
- Resource protection for cultural or heritage sites.
- Visitor safety issues related to wildlife encounters.
- Fire prevention
- Visitor safety for extended back country or wilderness hiking.
Developing a critical issue interpretation strategy
Analysis of the issue.
The first step in developing a interpretive strategy for a critical issue is to determine
what the critical issue is? Here are a few things to consider:
Critical issue for who? Is this an issue that has been determined "critical" by
the agency because of apparent resource problems, or is this an issue that has been raised
by the visitors and their reaction to some management practice or other agency policy?
If the resource agency has deemed the issue "critical", such as damage to a
fragile habitat by hikers, some of the Who? considerations include:
* Does the issue relate to all visitors, some visitors, the staff?
* Is this a short term problems, seasonal problem, year round problem?
* Are visitors currently aware of the problem or issue and its relationship to them?
Why is it critical? Determine what you mean by critical. Does the problem or issue need to
be addressed for immediate action, such as the problem with a fragile habitat being
damaged, or is it a more long term critical issue, such as yearly damage to historic
resources. You should think about these questions as you begin to
develop your interpretive communication strategy to address the issue to the visitors.
* Is this a new problem?
* Is this an old problem? If it is, why have other proposed strategies to address
the issue not been successful.
* What has changed or happened to make the issue "critical" now?
* What are the consequences if nothing is done?
What are the individual parts of the issue? Every issue has many parts to it. These
include what has happened to create the issue, who the specific target market (audience or
user groups) is, resource management strategies that visitors will need to be a part of,
and media needed to communicate with the visitors, both for short term and long term issue
presentation.
Specifically, what needs to happen, and when, for the issue to be resolved or successfully
treated? What is the work plan time line. Are there immediate needs,
such as temporarily closing a trail so the environmental damage will stop until a more
permanent solution (such as a boardwalk that allows visitors access while protecting the
habitat) is put in place?
Developing a change strategy plan.
Depending on the critical issue you are addressing you have to be aware that, in some
cases, change in the visitors attitudes and perceptions may take months or years, and
cannot change overnight. Other issues may be interpreted and have some immediate success,
as long as the visitors understand and "agree" with the interpretation of the
issue.
Here are some of the main points you will need to consider as part of your Change Strategy
Plan.
- Identify what it is you want to have happen as a result of the interpretive program(s)
on the critical issue. Develop specific objectives to be accomplished.
- Target Market Analysis
* Who are the target markets the message(s) will be addressed to?
* What is their current opinion about the issue, if any? You can't begin to try to change
visitor attitudes or perceptions about an issue unless you first
understand what their attitudes or perceptions are!
* Why should the visitor do the things you want them to do - what's in it for them
(benefits). This is probably the most important item to consider in developing your
interpretive program or exhibits. This is the one that the
visitors will relate to the most.
* How long will it take for the visitors to react to the interpretive message and how many
times will they need to hear or receive the message? In other words,
do you think one program or interpretive panel will help the visitor understand the
critical issue and their role in solving it, or will it take many messages, in
different formats, over a long period of time?
- When do you need to see results by - is that time realistic?
- How will you verify that the objectives of the critical issue presentations are being
achieved?
- What will it take to implement the interpretive programs or services for the critical
issue presentations to the visitors? Time, money, staff, political or
administrative support, etc.
- How long do you project the interpretive programs, exhibits, etc. to have to stay in
place for the new desired visitor behavior, attitude or beliefs to HOLD
at the desired level? Some issues, like littering, may need to be interpreted every year,
without end to keep the message active.
The Hierarchy of Change
Change usually doesn't happen very quickly, and there are several steps to the change
process as illustrated by Figure 1.
Figure
1 - Hierarchy of change in behavior over time.
In this strategy, assuming the visitors are not already aware of the critical issue you
are focusing on, must first begin with awareness of the issue by the visitor. With our
trail users damaging a fragile habitat example, the visitors may not be aware that
"they" are the problem, or that a problem even exists. This is your first step -
make them aware.
Secondly, as you develop and present your program or media over time, and the visitor sees
and learns more about the issue, they will begin to "feel" something about
what you are interpreting to them. This can go the full range from feeling sad about the
issue, to feeling angry, to feeling the need to help the resource managers. With our trail
example, they may feel angry that they cannot walk the trail temporarily until a boardwalk
is constructed over the damaged habitat, but also feel that it is the right thing to do
and support the decision to close the trail.
There is a transition from the initial development of "feelings" or initial
opinions about the critical issue to the formation within the visitor of a definite
"opinion" or
set of beliefs about the issue. If their new beliefs are strong enough, you may be able to
expect them to begin to "put into practice" or support the needed actions that
will help resolve the "critical" nature of the issue.
Again, it is also important to remember that change (getting results) from your critical
issues interpretation may take time. Depending on the issue, this can range from immediate
action, to taking months or years.
Summary
Interpretive communications is the most powerful communication strategy we have available
to us to use to interpret critical issues to our visitors. We must be clear on what the
critical issue is, and the role of the visitor within the issue. We must also be clear on
what exactly needs to be done to "correct" or "un-critical" the issue
we
are interpreting, and the specific results we are expecting from our interpretive programs
or services. We also need to be aware that quite often "real change" takes
continued programming effort, and time.
John A. Veverka
PO Box 189
Laingsburg, MI 48848
(517) 651-5441
jvainterp@aol.com
