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Transition Management and Resilience

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  • Systeemwijzigingen zijn nodig vanwege persistent problemen: diep geworteld in onze maatschappelijke structuren, cultuur en gedrag
  • Transcript

    • 1. Transition Management transdisciplinarity for sustainability Dr. Derk Loorbach Leiden, 26-08-2009
    • 2. My argument
      • Persistent social problems require system innovation
        • Integrated scientific understanding, multidisciplinarity
        • New engagement between science and society, transdisciplinarity
        • More adaptive and innovative governance/policy systems
      • Transition and transition management
        • Integrated perspective on complex social systems
        • Framework for integration and innovation
    • 3.
      • Complex, long-term and uncertain
      • Embedded in societal structures
      • Many actors involved, contested and ill-structured
      • Difficult to ‘manage’
        • Examples: energy, mobility, agriculture, education, health care, waste and water management, housing etc.
        •  Unsustainability lock-in requires transitions
      Persistent problems
    • 4. Key ideas underlying transition management
      • Dealing with ongoing societal transitions
        • Influence speed and direction
      • Stimulating and facilitating learning
        • In and between policy, science, business and NGO’s
      • Creating conditions for up-scaling and break-through
        • From a normative-scientific perspective
    • 5. Multidisciplinary basis Policy sciences Sustainable Development Complexity theory Sociology Technology studies 1980s 2000 Modeling Multi - level Multi fase TM Climate research Onzerkerh . Klimaat modellen Scene IA structuratie management SCOT Transitie Niche CTA History Innovation studies 1990s Multi - level Multi- phase emergence . CAS Scaling Climate models 3P governance IA Structuration Management SCOT Transition Niche CTA Uncertainty Transition Management
    • 6. Transition Management basic tenets
      • Complex system thinking as analytical basis
      • Long-term (transition) vision guides short-term actions
      • Multi-actor approach
      • Taking multi-level dynamics into account
      • Dealing with uncertainties
      • Keeping options open
      • Focus on learning, experiments and innovation
    • 7. Governance framework for dealing with transitions Strategic (culture, worldviews, norms and values) Tactical (institutions, networks, structures) Operational (practices, innovations, niches) Monitoring, evaluating and adapting Developing sustainability images, coalitions and joint transition-agendas Problem structuring, envisioning and organizing transition-arenas Mobilizing actors and transition- experiments
    • 8. society Transitionarena Regular policy arena
      • - Short term
      • - Peloton
      • Incremental change
      • Problem- and goal oriented
      • - Long term
      • - Innovators
      • System-innovation
      • Problem- and goal searching
      Transition arenas
    • 9. NMP4 ICIS-Merit DuWoBo Energy Valley Plan C OVAM R3 Parkstad Limburg Energytransition Drift Health Care Roof Transition Rotterdam Transition Program TA Building KSI Transforum Psibouw Transumo
    • 10. Transition in/of Rotterdam
      • 650.000 inhabitants, relatively young population, 50% immigrants, huge harbour/industry
      • Major problems/challenges: climate, social, spatial
      • Three programs on these themes, linked to policy transition
        • Rotterdam Climate Initiative
        • Pact op Zuid
        • Stadshavens
      •  Transition management used to structure, accelerate and guide societal and governance innovation
    • 11. Urban transition management
      • Implementation of TM raises ambition, coherence and willingness to act
      • ‘ Transitionizing’ existing policies
        • Use of the concept of transitions to conceptualize, analyze and identify ongoing changes towards sustainability in different domains
        • Stimulation of envisioning and goal formulation on the long-term
        • (re)structuring transition scenario’s and pathways
        • Up-scaling and initiating projects and experiments
        • Reflection and evaluation of progress of transitions and (required) changes in governance
    • 12. Transidiscplinary approach
      • Analysis and integration
      • Theory and concept development
      • Organizing
        • Facilitating
        • Selecting
      • Structuring and synthesizing
      • Evaluating and reflecting
      • Empirical validation
    • 13. TM – 2.0: radical change in incremental steps
      • Integrative system perspective
        • Reframing social issues and developing shared perspectives, interests and strategies
      • Basic tenets and framework guide experimental governance strategy development
        • Visions, experiments, agenda’s & reflection inform one another
      • Building up societal pressure on regime, and seducing regime actors to participate
        • ‘ Transitionizing’ regular policy
      • Framework for science-policy co-production
        • Iteration between theory and practice
    • 14. Final remarks
      • TM is an multidisciplinary and transdisciplinary approach
      • TM seeks to accelerate and guide emerging or obvious transition dynamics
      • Transitions are about build-up and breakdown, about raising and breaking through resilience
      • ‘ managing’ transitions implies new roles for science and policy