Sarah B. Pralle takes an in-depth look at why some environmental conflicts expand to attract a lot of attention and participation, while others generate little interest or action. Branching Out, Digging In examines the expansion and containment of political conflict around forest policies in the United States and Canada.

Late in 1993 citizens from around the world mobilized on behalf of saving old-growth forests in Clayoquot Sound. Yet, at the same time only a very few took note of an even larger reserve of public land at risk in northern California. Both cases, the Clayoquot Sound controversy in British Columbia and the Quincy Library Group case in the Sierra Nevada mountains of northern California, centered around conflicts between environmentalists seeking to preserve old-growth forests and timber companies fighting to preserve their logging privileges. Both marked important episodes in the history of forest politics in their respective countries but with dramatically different results. The Clayoquot Sound controversy spawned the largest civil disobedience in Canadian history; international demonstrations in Japan, England, Germany, Austria, and the United States; and the most significant changes in British Columbia's forest policy in decades. On the other hand, the California case, with four times as many acres at stake, became the poster child for the "collaborative conservation" approach, using stakeholder collaboration and negotiation to achieve a compromise that ultimately broke down and ended up in the courts.

Pralle analyzes how the various political actors—local and national environmental organizations, local residents, timber companies, and different levels of government—defined the issues in both words and images, created and reconfigured alliances, and drew in different governmental institutions to attempt to achieve their goals. She develops a dynamic new model of conflict management by advocacy groups that puts a premium on nimble timing, flexibility, targeting, and tactics to gain the advantage and shows that how political actors go about exploiting these opportunities and overcoming constraints is a critical part of the policy process.

A love for nature and the forest drew Tomas Koontz to develop a keen interest in the workings of public forest management and forest policy. Beyond policy, however, this book is also about the very human issues of federalism, decentralization of control over public lands, citizen participation, and how agency policies, both state and federal, are formulated and exercised.

Federalism in the Forest is the first book to examine and compare public policy performance across both state and national levels, explaining why state agencies excel at economic outputs and profitability, the management of land with state income in mind-while national agencies are stronger in citizen participation and the inarguably important role of environmental protection. Instead of focusing on historical development of federal-state roles or on state officials as affected by national polices, Koontz shows how officials, when given authority, both make and implement policy at the state versus the national level. Although arguments fly about the decentralization of public lands-most often based on ideology-Koontz offers empirical evidence that demonstrates not only that devolution matters, but how.

Over the past three decades, governments at the local, state, and federal levels have undertaken a wide range of bold innovations, often in partnership with nongovernmental organizations and communities, to try to address their environmental and natural resource management tasks. Many of these efforts have failed. Innovations, by definition, are transitory. How, then, can we establish new practices that endure?

Toddi A. Steelman argues that the key to successful and long-lasting innovation must be a realistic understanding of the challenges that face it. She examines three case studies—land management in Colorado, watershed management in West Virginia, and timber management in New Mexico—and reveals specific patterns of implementation success and failure. Steelman challenges conventional wisdom about the role of individual entrepreneurs in innovative practice. She highlights the institutional obstacles that impede innovation and its longer term implementation, while offering practical insight in how enduring change might be achieved.

Tree sitters. Logger protests. Dying timber towns. An iconic species on the brink. The Timber Wars consumed the Pacific Northwest in the late 1980s and early1990s and led political leaders to ask scientists for a solution. The Northwest Forest Plan was the result.  

For most of the twentieth century, the central theme of federal forest management in the Pacific Northwest had been logging old-growth forests to provide a sustained yield of timber. During the 1970s and 1980s, however, a series of studies by young scientists highlighted the destructive impact of that logging on northern spotted owls, salmon, and the old-growth ecosystem itself.  

Combining this new science with newly minted environmental laws like the Endangered Species Act, environmental activists obtained court injunctions to stop old-growth logging on federal land, setting off a titanic struggle in the Pacific Northwest to find a way to accommodate conservation imperatives as well as the logging that provided employment for tens of thousands of people. That effort involved years of controversy and debate, federal courts, five science assessments, Congress, and eventually the president of the United States. It led to creation of the Northwest Forest Plan, which sharply and abruptly shifted the primary goal of federal forestry toward conserving the species and ecosystems of old-growth forests.   Scientists went from spectators to planners and guides, employing their latest scientific findings and expertise to create a forest plan for 20 million acres that would satisfy the courts. The largest upheaval in federal forest management in history had occurred, along with a precipitous decline in timber harvest, and there was no going back.  

In this book, three of the scientists who helped craft that change tell the story as they know it: the causes, development, adoption, and implementation of the Northwest Forest Plan. The book also incorporates personal reflections from the authors, short commentaries and histories from key figures— including spotted owl expert Eric Forsman—and experiences from managers who implemented the Plan as best they could. Legal expert Susan Jane M. Brown helped interpret court cases and Debora Johnson turned spatial data into maps. The final chapters cover the Plan’s ongoing significance and recommendations for conserving forest and aquatic ecosystems in an era of megafires and climate change.