Gem session 5 final

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  • 1. Webinar Series Multilevel GovernanceLearning to act under uncertaintyYale      # 5
  • 2. Yale      211 Your Webinar in 2013
  • 3. 211 What we have coveredYale      November 2012Professor    Environmental  Governance  &  Political  Science,  Yale  UniversityProf. Ben Cashore
  • 4. 211 What we have coveredYale      December 2012Dr. Chris ElliottMember  Advisory  Board    GEM  Initiative,  Yale  University  Executive  Director    Climate  and  Land  Use  Alliance  
  • 5. February 2013Alexander BuckExecutive  Director  International  Union  of  Forest  Research  Organizations  (IUFRO)  Member  Advisory  Board    GEM  Initiative,  Yale  University211 What we have coveredYale      
  • 6. April 2013Dr. Patrick VerkooijenSpecial  Representative    for  Climate  Change  Office  of  the  Vice  President,  SDN  The  World  Bank  Member  Advisory  Board    GEM  Initiative,  Yale  University211 What we have coveredYale      
  • 7. The big topics in Wind Energy211 Blind-spotting / Uncertainty in Decision-MakingYale      - Relevant knowledge for decisions- Not taken into account in practicalmanagement- Sources of blind spots- How to act with uncertainty- Social Learning andorganisational approaches
  • 8. Your scholars today:DR. JAN SCHWAABChief  Knowledge  Manager    Global  Knowledge  Cooperation  /  Alumni  Coordination,  GIZ  Knowledge  Manager  2005  Award  GEM  Advisory  Board,  Yale  UniversityYale      
  • 9. Your scholars today:DANIELA GÖHLERGIZ,  Advisor  in  the  Federal  Ministry  for  the  Environment,  Nature  Conservation  and  Nuclear  Safety  (BMU)  GEM  Member,  Yale  University    Yale      
  • 10. -  Our actions are guided by sustainability-  We manage change (advisory and practical services, wide range ofsectors, on behalf of clients inside Germany and around the world-  Owned by the Federal Republic of Germany, organised as a private-sector entity-  Operations in Germany and in over 130 countries around the world,around 17,000 employees, business volume of some 2 billioneuros in 2011-  We work innovatively (learning organisation, knowledge sharing,mobilize networks)211 About GIZYale !!!
  • 11. -  The webinar – again – highlighted that sustainable low-carbonsocieties (/economies) require “multi sectoral”, “multi stakeholder”“integrated”, “multi dimensional” approaches …-  Each webinar showed a specific approach, but each time newquestions emerged (as usual…) – most of them raised by the criticalonline community/participants-  Technical perspectives alone rarely suffice – strong institutional,methodological and human capacities are indispensable-  Throughout the webinar series we have learned that relevantsolutions are to be found “in-between” different perspectives,approaches, disciplines, institutions…….212Yale !!!Some observations
  • 12. Apparently,we have some “blind spots”…212Yale !!!Some observations
  • 13. !"#$%&()*+",*-./0"&!"#$%&#!!12#0#*$*#(#*/,&%&(3*/,&%&(%&(4",*-.(5"$*,&/&6*(7("#$%&#!!#%&8%&(+",*-.(,*-*/,69(%&-0.20"&-(:1;,"$%&(#/&)(2-*(1/&/*1*&.!"#$%&#!!#*/,&%&(+,"1(*$/#2/0"&-(<&)%&(="$*,.>(/&)(?2%#)%&(!9/,*)(=,"-;*,%.>(@>(A/68#%&(B#%1/.*(B9/&*((But how do we address the super-wicked problemHow do we avoid mis-management?What can we learn from practice?But do we ask the relevant questionWhat about theunintended positive andnegatve impacts?What do we need to know forpolicy learning?Is the mainstream right?What about the selfishness ofinstitutions?Who transforms knowledge intoaction?Is it okay to reduce the issues to a cost-benefit decision?How do wecope with blindspots?
  • 14. !"#$%&()*+",*-./0"&!"#$%&#!!12#0#*$*#(#*/,&%&(:1;,"$%&(#/&)(2-*(1/&/*1*&.!"#$%&#!!#*/,&%&(+,"1(*$/#2/0"&-(3*/,&%&(%&((4",*-.(5"$*,&/&6*7("#$%&#!#%&8%&(+",*-.(,*-*/,69(%&-0.20"&-(<&)%&(="$*,.>(/&)(?2%#)%&(!9/,*)(=,"-;*,%.>(@>(A/68#%&(B#%1/.*(B9/&*((C&".9*,(%--2*(!!()"#!!/&".9*,(/;;,"/69(C&".9*,(%--2*(!!()"#!!/&".9*,(/;;,"/69(
  • 15. C&".9*,(%--2*(!!()"#!!/&".9*,(/;;,"/69(C&".9*,(%--2*(!!()"#!!/&".9*,(/;;,"/69(:1;,"$%&(#/&)(2-*(1/&/*1*&.!"#$%&#!!#*/,&%&(+,"1(*$/#2/0"&-(<&)%&(="$*,.>(/&)(?2%#)%&(!9/,*)(=,"-;*,%.>(@>(A/68#%&(B#%1/.*(B9/&*((3*/,&%&(%&(4",*-.(5"$*,&/&6*7("#$%&#!!#%&8%&(+",*-.(,*-*/,69(%&-0.20"&-(!"#$%&()*+",*-./0"&!"#$%&#!!12#0#*$*#(#*/,&%&(
  • 16. 213 A vicious cycleYale !!!The curious case oflegality verificationNo REDD+without FLEG„deforestationfree“ products?*+,"-.!/%.01-2)"+!34/-$"5)4"+!67$/#5)/8!9-/),)%4!05:-$4,!7//-1-$5;%4!<4"-$=9-0-49-4/+!
  • 17. 213 Blind spotting by…Yale !!!*+,"-.!/%.01-2)"+!34/-$"5)4"+!67$/#5)/8!9-/),)%4!05:-$4,!7//-1-$5;%4!<4"-$=9-0-49-4/+!... policy learning... network-basedinnovation processes... robustleadership skills... institutionalintersectionFocus on...
  • 18. Focus on policy learning-  Cashore: causal knowledge about policy instruments-  Review hypotheses, unlike consensus dialogues-  Multitude of perspectives necessary•  Elliot: cross-sectoral perspective ! landscapes•  Verkooijen: look through “climate lens” ! forests aspart of low carbon pathways-  Example: the curious case of legality verification, triple winof climate smart agriculture-  Policy learning can reduce the number of blind spotsif inter-dependencies are successfully addressed214Yale !!!
  • 19. -  Challenge: sectoral set-up of institutions does not respond tocross-sectoral problems-  Cashore: promote “policy baskets” (Gunningham)-  Buck: policy assessments important, e.g. GFEP-  Elliot: engage the private sector-  Joint agenda ! “climate lens”?-  Examples: legality verification / forest certification, REDD+ /FLEG(T)-  Institutional intersection mitigates risks from blind spotsif robust leadership copes with acceleration215 Focus on institutional intersectionYale !!!
  • 20. -  3 Competence clusters (cooperativetransformational, innovative action)-  Management principles based on peer-learning, reflection (theory “U”), rapid proto-typing, process orientation and openness-  Elliot: evaluate your own work using yournetworks-  Robust Leadership skills enable rapid copingwith blind spots216 Focus on robust leadership skillsYale !!!
  • 21. -  Buck: from knowledge transfer model to network model ofknowledge diffusion-  Fast access to knowledge and ideas-  Make use of social networks-  Management challenge: organisational integration of networks(governance issue)-  Example: GEM as a global learning initiative = “connecting thedots” (e.g. link networks through advisory board)-  Networks can reduce size of blind spots217 Focus on network-based innovation processesYale !!!
  • 22. 218 Managing the unmanageable?Yale !!!