Publication

The elk reduction program (elk hunt) in Grand Teton National Park, Wyoming, has been controversial since its inception in 1950. We interviewed 35 stakeholders and surveyed literature to understand participant perspectives in relation to ongoing conflict. Stakeholders held conflicting perspectives, problem definitions, and value orientations. Hunt opponents felt their interests were not reflected in decision making, while hunt proponents were dissatisfied with federal agency management. Agency officials focused on technical aspects of elk management (e.g., overpopulation, objectives) and did not address conflict driven by underlying value dynamics. Decisions made by the agencies (National Park Service, Wyoming Game and Fish Department) through the institution of wildlife management failed to integrate diverse interests. As a result, many nonagency participants felt disrespected by current decision-making arrangements. The long-term controversy has caused a persistent policy problem. We offer recommendations for how the social process could be better organized to build more effective governance and management.