Co-management and the co-production of knowledge: Learning to adapt in Canada's Arctic

This paper draws on three co-management cases from the Canadian Arctic to examine the role of knowledge co-production as an institutional trigger or mechanism to enable learning and adapting.  Policy implications of this analysis are highlighted and include the importance of a long-term commitment to institution building, an enabling policy environment to sustain difficult social processes associated with knowledge co-production, and the value of diverse modes of communication, deliberation and social interaction.