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Goldstein, Bruce Evan. Collaborative Resilience: Moving Through Crisis to Opportunity.

Bruce Evan Goldstein’s collection of essays, Collaborative Resilience: Moving Through Crisis to Opportunity, looks at the challenge of creating safe space in which people can learn together and reinvent their communities, even in complex circumstances. He was inspired by his own experience during and after the Virginia Tech massacre in 2007, in which he witnessed how the unity and cohesiveness of the college community contributed to the resilience with which its members were able to spring back. He concluded that when people in crisis feel connected and collaborate, they can better deal with threats and disruptions to social practices and relationships. People had to intentionally unify to recover, heal, and function again. In 2008, Professor Goldstein organized a symposium at Virginia Tech to consider how collaboration can promote crisis resilience in tough cases, and reshape collective knowledge, identity, and governance possibilities. The investigation was broadened from the focus on the Virginia Tech tragedy to address natural disaster, systematic oppression, resource scarcity, and climate change and to explore whether collaboration can create and build community by fostering trust and the capacity for mutual reinvention. The chapters in the first section of this volume are the responses and analyses of the participants in that symposium, each from the point of view of the contributor’s area of expertise. Connie Ozawa of Portland State University deals with a community’s ability to recover from a technical (as opposed to natural) disaster. She uses two case studies: the 2007 nuclear accident at Three Mile Island and the proposal to cover an open reservoir in her home territory of Portland, OR, in order to forestall a terrorist attack. Professor Ozawa goes beyond the premise that collaboration is the building block of a resilient community, to introduce communicative planning (CP) theory as the generator of the required social trust. The four steps that she lists as essential to CP are: identify and notify those likely to be affected, together establish a knowledge base, discuss alternatives and choose an option acceptable to all, and be transparent and share long-term commitment—all basic to any negotiation. This approach borrows from negotiation, public dispute resolution, and consensus building to involve decision makers, implementers, planners, public managers, and people affected by the decision or plan. A community may be cohesive, as is likely in Portland’s network of neighborhood associations, but if those affected come to distrust any of the other stakeholders mentioned, resilience is unlikely. Thus, the element of trust Society and Natural Resources, 26:113–118 Copyright # 2013 Taylor & Francis Group, LLC ISSN: 0894-1920 print=1521-0723 online DOI: 10.1080/08941920.2012.680363