WEBVTT

00:00:01.129 --> 00:00:06.247
 This is Paul Her of Arizona State University with Jen Sweeney, also of

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Arizona State University interviewing
Lawrence David Garrett uh at his

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home in Olaf Colorado on August 9th,
2018,

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Dave. Why don't you start by telling
us uh a little bit about your career

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in natural resources management and
how it eventually led you to

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involvement in the Glen Canyon Dam
Adaptive Management Program and the

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Grand Canyon Research and Monitoring
Center. OK. So I'll try to show the

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connectivity between the activities
that uh we put together directed and

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my past, which was so it's a long
chronicle, but I'll make it sure. So my

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interest in resource management goes
to my junior year in high school

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where my brother and I took a course
in wildlife management out of outdoor

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life, which proved to be, of course
futile. It had not added nothing to

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nothing but it did sparked my interest
in resource management. So I went

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on to do uh uh fisheries and forestry
bachelors and then a management um

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uh uh street management masters, but
with natural resources as a minor,

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where was that? And that was at
Southern Illinois University. For the

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Bachelor's and Michigan State for the
master.

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And then uh uh worked for the Forest
Service a while and then thought I

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needed a doctor because I questioned a
lot of management strategies. And

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so it caused me to go back and take a,
a doctorate action in a different

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direction. So it was operations
research which now is referred to as

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systems analysis and um and economics.
I took a major in economics and a

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minor in operations research. And then
uh spent uh it 12 different loca 11

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different locations across this
country. East west south in north um time

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with the US forces first with private
industry, actually uh with a couple

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of private industry companies and then
with the forest service because I,

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I like the forest service past image
in conservation man practices. So uh

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I, I did that for 20 some odd years
and then decided that I needed uh a

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change and I went into consulting for
a while. Um but didn't like that

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aspect of it at that time during that
era. So then I decided to go um into

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the academic side of programming. When
was that 20 year period that you

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were working? That would have been,
that would have been from uh around 65

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to 84

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time of significant change. Time of
significant change, I became to

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question everything and, and I
directed research facilities all over the

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country and uh and I didn't like
where, where I did not like where we were

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not going with forest service research
in the West. I guess that's the

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best way. So I looked around at
universities, I looked first at Colorado

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State and they have a good program up
there in uh in forestry and natural

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resource management. And uh I, I got,
I made it on the first draw and they

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changed provost while, while the
faculty was considered bringing me in, I

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won the, won the pole in other words,
and then lost it. And uh because

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that new Provost wanted to run it back
out, I encouraged the existing, the

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uh director of Natural Resources
program, throw his hat and ring and he

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got it and I came in second on the
second one. So it's interesting

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lifestyle. So, but then uh Northern
Arizona University wanted me because

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the president wanted to change there.
And I, and he agreed to what I

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wanted to do and what I wanted to do
was to take a program that was a

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traditional forestry program and turn
it into an ecologically based um

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program that looked at both
biophysical and socio-economic issues related

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to natural resource management.

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He agreed gave me free reign. And so I
spent 11 years there building and

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doing that program and you might know
Covington, Wally, Wally, Covington,

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Covington, I brought in uh a diverse
uh set of faculty, female and male

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and a Native American start Native
American for forestry. Program. But all

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of those programs had to have a basic
twist to it. Everything in forestry

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, resource management, natural
resources, fish Walla had to be um adaptive

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management base.

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All not theoretical, not all, all of
the courses had to be team talk. No

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courses could be not, could be single
disc one taught. All had to have

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both economics, social issues,
biological issues, physical issues in the,

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in the classroom at one time. So we
used teams of three. So the entire

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program and so that was the 19
eighties. That was, that went all the way,

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I think uh to 9495.

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So I went from about 84 to 95. And I
uh I, the president allowing me free

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range, like I said, I had a lot of, I
mean, I was strongly connected to,

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to many political leaders in the
southwest and uh from the county

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government side and uh who had many
diverse ecological uh economic social

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issues. So I was, I also was connected
to both the environmental community

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and the industrial community and the
Graziers, timber producers, um river

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rafters, Sierra Club, well, society
and work with everybody. So um they

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love my program and we had a good
program and uh I, I left there, I was

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gonna retire and uh OK, I decided I, I
lasted six months now, I decided I

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was gonna open a consulting firm that
consulting firm was

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interdisciplinary science and
management. And So, uh it's called M Three

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Research. It was originally multi
resource management uh research. Uh but

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then I just call it M three. And so,
um that's when I connected with uh

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the secretary. I've been very good
friends with him when I was a dean

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because he wanted uh some, he wanted
to look at these diverse social,

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economic and biophysical um
dysfunctional program and he thought there was

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a lot of problems And as you know, he
ran for president uh when he was

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governor there. And uh so then uh when
there was administration change and

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he went to Washington, he called me up
and wanted me to come and interview

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for a position with him. Uh and, and
he stabbed in his direct staff at the

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time, I didn't really, I knew he
wanted to try to do something with a

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biological survey with uh science and
interior. He wanted to change the

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direction of science and interior. I
don't know at that time, uh science

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and interior was vested into
individual management groups, but it was

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directed all by management officials
rather than science directors. So uh

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they were, they were moving that
direction. He wanted an entirely new

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concept. He wanted to take all the
science out of every area of Management

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Bureau of Reclamation, National Park
Service BLM and put it under one

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science entity called the National
Biological Survey. Now, if you recall

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through history, there was a National
Biological Survey way back when, but

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it didn't have the context that he
wanted to entirely new. He wanted a

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science program that really was driven
out of adapting management concepts.

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And uh so when I was with the Forest
Service, I uh CS Holly and I became

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good friends and uh and that work
that.