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Linking Theory to Practice: A Theory of Change Model of the Natural Resources Leadership Institute
S-CAR Journal Article
E. Franklin Dukes
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Adjunct Professor and Director of the environmental conflict resolution initiative
Qualification:
Ph.D, Conflict Analysis and Resolution,1992, George Mason University
M.S., Conflict Management, 1988, George Mason University
Topics of Interest:
Advocacy, Race & Racism, Capacity Building, Curriculum Development, Democracy and Democratization, Civil Society, Facilitation, Class and Social Stratification, Program Design, Program Implementation, Conflict Resolution, Research, Fundraising, North America, Training, Development, Dialogue, Program Administration, Dispute Resolution, Economic Development, Education, Ethics, Energy, Environment, Evaluation, Health, Identity, Mediation, Mental Health, Military, Natural Resources, Negotiation, PeaceBuilding, Reconciliation, Social Entrepreneurship, Violence, Youth
Awards and Honor:
Linking Theory to Practice: A Theory of Change Model of the Natural Resources Leadership Institute
Authors: Mary Lou Addor, Tanya Denckla Cobb, E. Franklin Dukes, Mike Ellerbrock, L. Steven Smutko
Published Date: Winter 2005
Abstract
The Natural Resources Leadership Institute (NRLI), a leadership development program for capacity building in environmental decision making, cultivates a cadre of leaders who address environmental problems collaboratively and creatively. Describing our theory of change model, this article introduces why and how the NRLI works, the theoretical perspectives that support the NRLI, and the outcomes that result when these theories are put into practice in North Carolina and Virginia.