This book offers students and practitioners a sophisticated and convincing framework for rethinking the usual resource management practices. Case studies are used to argue that professional resource managers are not responsible for the social and environmental consequences of their decisions on indigenous communities that are often at risk.

It also discusses the lack of respect for the values ​​and knowledge of indigenous peoples in the context of traditional resource management. It provides a new approach to more participatory and enabling social impact assessment methods. The book uses a series of case studies from Australia, North America and Norway..