Uploaded on

 

More in: Technology , Business
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
No Downloads

Views

Total Views
2,606
On Slideshare
0
From Embeds
0
Number of Embeds
1

Actions

Shares
Downloads
69
Comments
0
Likes
1

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide
  • Systeemwijzigingen zijn nodig vanwege persistent problemen: diep geworteld in onze maatschappelijke structuren, cultuur en gedrag
  • s

Transcript

  • 1. Transition management working towards sustainable development Dr. Derk Loorbach Utrecht, 11-12-2007
  • 2.
    • Decades of economic development
      • Demoraphic growth
      • Technological progress
      • Consumption/production growth
      • Welfare increase
      • but; resulting in a number of crises: climate, financial, economic, institutional, energy, resources, …
    Sustainable development
  • 3. Persistent problems
    • Crises are the symptoms of these persistent problems
    • many examples: climate change, energy supply, water problem, mobility problem, agriculture, health care
    • persistence is due to system failures and requires a system break and system shift: transition
  • 4. Transition
      • fundamental change of structure, culture and
      • practices in societal (sub)system
      • structure: institutional setting
      • culture: dominant perspective
      • practices: routines, rules, habits
      • incumbent structure, culture and practices are broken down, which requires time to overcome resistance
  • 5. Societal systems in transition Societal system Societal trends Societal structures (regime) Laws and regulations Organisations Infrastruc-tures Technology Routines and behaviour Innovations and niches
  • 6. Transition dynamics complex, uncertain and long term Predevelopment Stabilization time Societal development Acceleration Take-off Macro-level (landscape, trends) Meso-level (regimes, institutions) Micro-level (Niches, individuals) From: Rotmans et al, 2000 From: Geels and Kemp, 2001
  • 7. Example: historic waste transition
  • 8.  
  • 9. Verschuiving van stort naar verbranden
  • 10. Historic waste transition Indicator for social development ? Club of Rome/ Oil crisis Waste/toxic scandals Environmental legislation Recycling initiatives Packaging initiatives 1960 1970 1980 1990 2000 2010 2020 Waste management institutionalization Liberalisation European policy Oil prices Resource scarcity
  • 11. Current waste regime
  • 12. Current regime challenged
    • Landscape: External challenges
    • Niches: New visions and alternatives
      • Cradle to Cradle, Industrial ecology, new lifestyles, renewable energy,
    •  societal problem increasingly recognized; new direction emerges, chances for new transition increase, but: current regime biggest barrier
  • 13. Transition Management how to deal with transitions?
    • Systems thinking as analytical basis
    • Long-term envisioning as framework for short-term
    • Selective multi-actor approaches
    • Taking multi-level dynamics into account
    • Dealing with uncertainties, keeping options open
    • Focus on learning, experiment and innovation
  • 14. Sustainability as orientation
    • Sustainability serves as a guiding orientation for transitions
    • Sustainable development is a socially and scientifically
    • contested notion: no unique definition and approach
    • Approach
    • Defining evolving sustainability principles that guide short term experiment
    • Using ambiguity of sustainable development to stimulate and facilitate societal debate and social learning
    • Regularly re-evaluating progress, context and alternatives, and adjusting vision, agenda and actions
  • 15. society Transitionarena Regular policy arena
    • - Short term
    • - Peloton
    • Incremental change
    • Problem- and goal oriented
    • - Long term
    • - Innovators
    • System-innovation
    • Problem- and goal searching
    Transitionarenas space to experiment with sustainability
  • 16. Energytransition
    • Cultural shift: from central, import and fossil to flexible, self-production and sustainable
    • Structure shift: from large-scale and monotechnology to large- and small-scale and technological diversity
    • Practices shift: from regulation and liberalisation to co-production and self-organisation
    • Energy transition process (EA, www.energytransition.nl)
      • Over-arching vision and new institutions
      • 7 platforms, thematic transition images/ambitions
      • 22 transition pathways and 200 potential transition-experiments
  • 17. Watertransition
    • Cultural shift: from fighting and stemming water to accomodating/living with
    • Structure shift: from technology and makeability to integrated and adaptation
    • Practices shift: from top-down and engineer-based to participation and ecology based
    • Watertransition (DG Water)
      • Over-arching vision and transition agenda
      • New institutional design
      • Experiments (Maaswerken, afsluitdijk, Oosterschelde, …)
  • 18. Waste/resource transition?
    • Cultural shift: from consumers as producers of waste to producers as consumers of resources
    • Structural shift: from centralized, technology, market to decentralized, processes, common pool
    • Practices shift: from regulation and coordination to self-organisation, stimulation and emergence
    • C2C: food for transition?
      • New vision on strategic level creates space (niches) for innovations
      • Many intiatives emerging:
        • Resource transition in Flanders (Plan C, OVAM)
        • Resource transition in the Netherlands?
  • 19. Transition and companies: redefining corporate mission
    • External societal sustainability challenge
      • Corporate social responsibility
    • New company mission and organisation
      • Contributing to social sustainability
    • New competences, knowledge and skills
      • Connect inside with outside
  • 20. Roof transition
    • Esha group: market leader bituminous products
      • Black roofs and tar roads
    • Unsustainable by-product
      • waste, pollution, heat production in buildings, loss of functionality
    • Approach based on achieving transition
      • Give 350 million m3 roof-surface sustainable function
  • 21.  
  • 22.  
  • 23. Roof transition strategy
    • Sector wide sustainability vision
    • Cross sector cooperation
      • Architects, producers, builders, roofers, (local/national) government, waterboards, …
    • Process as niche for innovation and experiment
    • Crucial role for entrepreneurs and frontrunners
  • 24. Philips C2C transition strategy
    • External
      • Initiate and participate
        • In transition arenas: create SoU, advocate future visions, create social support
        • In transition experiments: concrete projects producing concrete examples/alternatives
    • Internal
      • Reframe and redevelop
        • Personal competences, skills and knowledge
        • Organisational culture and structure
        • New business development
  • 25. Philips C2C transition experiment
  • 26. New business model?
    • From:
    • Producer
    • Products
    • Short term profit
    • Monopoly / competition
    • Efficiency
    • To:
    • Owners
    • Services
    • Long-term value
    • Co-production
    • Effectiveness
  • 27. Conditions for business transition
    • New inspiring challenge + ambition
      • Integrating economy, ecology and social value
    • Space for experiment and innovation
      • Within company and society
      • Company frontrunners
    • Personal transition
      • Willingness to learn, co-produce and experiment
  • 28. Transition management approach based on past experience
    • Bring together innovative niche- and regime-actors in transitionarenas
    • Develop a ‘shadow policy track’ and alternative agendas in transitionarenas
    • Become concrete by initiating transition experiments
    • Transform arenas and networks into social movement to exert public pressure
  • 29. Governance framework for dealing with transitions Monitoring, evaluating and adapting Developing sustainability images, coalitions and joint transition-agendas Problem structuring, envisioning and organizing transition-arenas Mobilizing actors and transition- experiments Strategic (emphasis on system, culture) Tactical (emphasis on subsystem, structures) Operational (emphasis on niches, practices)
  • 30. What are results
    • Increased sense of urgency
      • Shared problem definitions
    • Shared perspective and orientation
      • Transition and transition vision
    • Space for innovation
      • Mental, institutional, financial, physical etc.
    • Competent individuals with changed perspective
      • New elan and strong message/narrative
    • New coalitions and networks
      • With shared transition agenda and experiments
  • 31. ‘ Transitionizing’
    • Through joint implementation of TM regular context can be transitionized
      • Context specifiek implementation is a craft
    • Reframing issues in terms of transitions and transition challenge
      • Rethinking one’s own role, ambition and strategy
      • Government: policy innovation
      • Companies: CSR+, proactively creating new sustainable business
      • Researchers: new forms of science, participation and co-production
  • 32. Researchers in transition processes
    • Analysis
      • Integrating disciplinary and lay knowledge
    • (re)structuration
      • Ongoing processes
    • Design and facilitation
      • Of transition management type and process
    • Reflection
      • Upon impact, effect and future steps
  • 33. Transitionizing research: activist science Sustainability Sciences History Policy sciences Complexity research Sociology Ecology MODE 1 Action Grounded theory consultancy Applied Participatory MODE 2
  • 34. Conclusions
    • Transition concept is an integrated analytical framework to think about complex societal change
    • Transition management is a way to translate this understanding into action
    • It requires new ways of thinking, organizing and acting from all actors
    • A sustainable future can be achieved by starting to create it today