It is also important to note that for all Savory’s insistence that his methods work, it has been associated with a number of failures. For instance, Hadley mentions a test farm in Zimbabwe, which collapsed as soon as Savory fled that country. Whereas those on the farm blamed the collapse on drought, Savory blamed on their lack of proper planning in his absence.
This is typical of Savory’s response to failure. The fault never lies in his methods but in people’s implementations of them. For instance, in a 1990 paper in the journal Ecological Economics6, Savory explains away “15 years of frustrating and eratic [sic] results” with the admission that “we had confused the integrated approach with the holistic approach, thinking that the terms were synonymous,” emphasizing that “the breakdowns we were experiencing were not attributable to the basic concept being wrong but were always due to management–of the people and the finances.” 7 Even after Savory realized that “the integrated approach and the holistic approach were opposites,”8 he had to struggle with “understanding not only what ‘holistic’ meant, but even more difficult, how to apply such an approach in day-to-day management.” Even when his own implementation of his own ideas leads to failure, he believes that the problem isn’t that the methods were flawed but that he didn’t fully understand them.9 It is this kind of convoluted reasoning that allows him to claim that his methods work.
In a review of Savory’s 1988 book Holistic Resource Management, M.T. Hoffman wrote “The apparent inconsistencies and lack of definitions (eg. for concepts such as complexity, stability, resilience, diversity and production which have a number of different meanings in the ecological literature), render it frustratingly difficult to compare his [Holistic Resource Management] approach with the broader literature.” Imprecise language doesn’t just make it hard to compare Savory’s methods with the existing literature. It also makes it nearly impossible to evaluate his approach scientifically because it allows Savory to blame any failures on a misunderstanding of the method. So long as nobody can understand Savory’s ideas, those ideas can’t be tested or disproven. In this framework, problems are solved not by trying different methods but by developing a “better” understanding of the existing one. It is therefore little wonder that after members of the Department of Range and Forage Resources at the University of Natal - Pietermaritzburg–Savory’s alma mater–met with Savory, they reported that it would be “extremely difficult” to test Savory’s ideas because “it would be difficult to evaluate even a short-term research endeavour (of 5 to 10 years), as the approach taken by Holistic Management proponents would surely have changed by then, as it has in the past.”