Finding Resilience by Brian Walker

Author:Brian Walker
Language: eng
Format: epub
Publisher: CSIRO Publishing

Many hands make light work. An expression of high social capital in Zimbabwe’s Bikita District (photo: Brian Walker).

Just as in the Camargue, in communal resource use systems such as Bikita, different groups have different preferences and a high level of social cohesion and cooperation is needed for people to manage them. As social capital increases, the time and costs of getting agreements (the transaction costs) go down. It is easier and quicker to get agreement on using common resources such as water and grazing land. Rules are made and obeyed in societies with high social capital, and trust plays a key role. Without it, agreement can’t be reached on changes that are necessary, existing practices become entrenched and it’s very difficult to respond quickly when a quick response is what is needed. Trust and good social networks are essential and leadership is a critical ingredient.

Of the three chieftain areas I worked in, Chief Jiri’s evinced the best leadership as indicated by higher levels of innovation and cooperation. Disputes in Bikita are resolved by the chief after everyone has had their say – and allowing everyone to have their say is key to successful outcomes. From what I saw of the interactions of the chiefs with their farmers, people were allowed more say in Jiri’s area than in the others. Once agreement has been reached on any dispute, enforcing it is an equally important part of leadership and Jiri himself was considered fair. Transgressors of rules and arrangements were firmly and swiftly dealt with by his lieutenant, m’Drum (so named because of his splendid physique – his huge belly resembled a 44 gallon drum), who carried a knobkerrie (wooden club) as his badge of office.

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