(Woods Hole Oceanographic Institution, 1978-04)
Smith, M. Estellie
The first year of the New England Regional Fisheries Management Council has
been marked by its experimental aura. Neither the Council nor the various sectors
(representatives of the Federal and State agencies, members of the fishing industry,
the public at large) were clear as to exactly what they were to do and how they were
to do it--except in the broadest, most flexible (ambiguous?) terms. This created
certain operational difficulties, and confusion for those whose livelihood was affected
by the Council's operation. This latter group, particularly the fishermen, knew little
of what went on, save in terms of the 'public facet of the Council--i.e., that portion
of the Council's performance which occurred during the monthly meetings which were open
to the public and which, supposedly, received public input at that time.
This study defines that public face, deliberately avoiding the presentation of
any data which was not accessible to the average audience participant,
in an attempt to present some of the behavior which all participants demonstrated
and which generated responses and reactions on the part of the other sectors. It uses
standard anthropological techniques of data gathering and analysis to show the degree
to which impression management on the part of all the actors operated in a systematic
fashion to produce action, reaction, and counter-action. Particularly emphasized is
the communication aspects.
