Those involved in environmental management each have their own worldviews, which
affect how they proceed. Environmental managers, whatever their worldview, are likely
to face: (1) data problems; (2) modelling difficulties; (3) analytical difficulties; (4)
insufficient time for adequate research; (5) lobbying from various stakeholders; (6)
funding limitations. For example, there may be little baseline data, and what there is
may be inaccurate, have gaps, or may be in an unsuitable form. Models may not have
been developed or may have deficiencies. Modelling cannot be effectively applied to
random processes. The problem under study may also be complex and difficult to understand.
Increasingly, environmental scientists are asked to provide advice before they
have proof (Funtowicz and Ravetz, 1993). Faced with uncertainty, it makes sense to try
to adopt the precautionary principle (see Chapter 2), making recommendations that
enhance adaptability to the unforeseen. The precautionary principle generally means
that the burden of proving the case for development is shifted to the developer, who
must increasingly use science to show that a proposal is safe before proceeding.
O’Riordan (1995: 9) argued that ‘prevention is simply a regulatory measure aimed at
an established threat. Precaution is a wholly different matter. It introduces the duty of care on all actions, it seeks to reduce uncertainty simply by requiring prudence, wise management, public information and participation, and the best technology.’