Dynamics Of Conflict In Decentralised Forest Management In Mount Kenya Forest

ABSTRACT

Many developing countries have been decentralizing some aspects of natural resource management. Governments justify decentralization as a means of increasing access, use, management, and decision making on natural resources. In Kenya, decentralisation points to conflict resolution whether explicitly or implicitly. However, the questions of to what degree and in what ways decentralization affect conflict in management of natural resources in Kenya have largely been overlooked. Thus, the main focus of this study was to analyse the role of forest decentralization reforms in influencing conflict in management of forest resources in Kenya, with a focus on Mount Kenya forest. A case study approach was employed. A sample size of 375 respondents was used. The study was guided by a conceptual framework derived from Walker and Daniels Conflict Process Triangle. Data was gathered using a constellation of social science research instruments which include household questionnaire, Focus Group Discussions, Key Informant Interview and documents analysis. Data analysis of interview scripts and field notes was based on an inductive approach geared to identifying patterns in the data by means of thematic codes. Questionnaire data was subjected to quantitative analysis using SPSS Version 20.0. Results showed that decentralisation altered the substantive, procedural and relational permutations in Mount Kenya Forest. Consequently, after decentralisation of forest management, conflicts in Mount Kenya forest has reduced. Conflict scores were significantly higher for the period before decentralization of forest management (M = 29.7, SD = 5.6) than for the period after decentralization (M = 25.0, SD = 5.0), t(375) = 14.6, p