CIFOR-ICRAF s’attaque aux défis et aux opportunités locales tout en apportant des solutions aux problèmes mondiaux concernant les forêts, les paysages, les populations et la planète.

Nous fournissons des preuves et des solutions concrètes pour transformer l’utilisation des terres et la production alimentaire : conserver et restaurer les écosystèmes, répondre aux crises mondiales du climat, de la malnutrition, de la biodiversité et de la désertification. En bref, nous améliorons la vie des populations.

CIFOR-ICRAF publie chaque année plus de 750 publications sur l’agroforesterie, les forêts et le changement climatique, la restauration des paysages, les droits, la politique forestière et bien d’autres sujets encore, et ce dans plusieurs langues. .

CIFOR-ICRAF s’attaque aux défis et aux opportunités locales tout en apportant des solutions aux problèmes mondiaux concernant les forêts, les paysages, les populations et la planète.

Nous fournissons des preuves et des solutions concrètes pour transformer l’utilisation des terres et la production alimentaire : conserver et restaurer les écosystèmes, répondre aux crises mondiales du climat, de la malnutrition, de la biodiversité et de la désertification. En bref, nous améliorons la vie des populations.

CIFOR–ICRAF publishes over 750 publications every year on agroforestry, forests and climate change, landscape restoration, rights, forest policy and much more – in multiple languages.

CIFOR–ICRAF addresses local challenges and opportunities while providing solutions to global problems for forests, landscapes, people and the planet.

We deliver actionable evidence and solutions to transform how land is used and how food is produced: conserving and restoring ecosystems, responding to the global climate, malnutrition, biodiversity and desertification crises. In short, improving people’s lives.

Five levels of internalizing environmental externalities: decision-making based on instrumental and relational values of nature

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Some values affected by expected social and environmental impacts of decisions are considered important and are taken into account, others not. These latter, known as ‘decision externalities’, are of two types: unforeseen effects and foreseen impacts beyond the group decision-makers care about. One way to internalize externalities is by altering the financial consequences of impacts expected on those beyond the inner circle of decision-making (the ‘in-group’). Externalities can also be internalized by setting rules (while compensating for opportunities skipped), by co-investment in environmental stewardship, or by accepting moral/ethical accountability as relational rationality, widening the ‘inner circle’ itself. Following up on the hypothesis that instrumental and relational modes of decision-making interface with value types and shape opportunities for internalizing environmental externalities, we reviewed five ways to internalize externalities that coexist across scales, using examples from Indonesia and the Netherlands.

DOI:
https://doi.org/10.1016/j.cosust.2023.101299
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