16 pages., via online journal., The 2018 report from the Intergovernmental Panel on Climate Change warns that Earth’s temperatures may soon reach a tipping point that threatens humanity’s future. Scientists from many disciplines agree that anthropogenic climate change is a serious problem yet many Americans remain skeptical of the existence, causes, and/or severity of climate change. In this article, we review recent research on climate change communication focusing on audience variables and messaging strategies with the goal of providing communication practitioners research-based recommendations for climate change message design. Factors that influence audience acceptance and understanding of climate science include: demographic variables (such as political party affiliation, religious orientation, and geographic location), as well as brief sections on misinformation, and beliefs in pseudoscience. Keys to effectively construct climate messaging are discussed including: framing strategies; reducing psychological distance; emotional appeals; efficacy cues; weight-of-evidence/ weight of expert reporting; inoculation/correcting misinformation; and separating science from conspiracy theories. Evidence-based strategies are critical in giving science communicators the tools they need to bridge the gap between the scientific community and the at-risk public.
29 pages., via online journal., Managers’ emotions play a significant role in natural resource decision-making processes relative to conflict. Although conflict and emotion are present in many aspects of most resource managers’
careers, the role of the primary decision maker’s emotions in natural
resources decision-making processes is neither well understood, nor well
documented. The ideas presented in this article derive from a literature
review and an independent four-year qualitative study of the USDA
Forest Service. The major finding of the study was that natural resources managers’ emotions do indeed have an influence on their decisionmaking processes and in conflict situations. Furthermore, communication is a component of decision making; conflict is a component of decision
making; and communication is a component of conflict. The authors review the literature in neuroscience and psychology on emotion and conflict. We explain how this information is important to any decision making process, and then relate emotions and decision making to conflict at the USDA FS. We offer insights and suggestions as to how managers