211 What we have coveredYale November 2012Professor Environmental Governance & Political Science, Yale UniversityProf. Ben Cashore
211 What we have coveredYale December 2012Dr. Chris ElliottMember Advisory Board GEM Initiative, Yale University Executive Director Climate and Land Use Alliance
February 2013Alexander BuckExecutive Director International Union of Forest Research Organizations (IUFRO) Member Advisory Board GEM Initiative, Yale University211 What we have coveredYale
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
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
Your scholars today:DR. JAN SCHWAABChief Knowledge Manager Global Knowledge Cooperation / Alumni Coordination, GIZ Knowledge Manager 2005 Award GEM Advisory Board, Yale UniversityYale
Your scholars today:DANIELA GÖHLERGIZ, Advisor in the Federal Ministry for the Environment, Nature Conservation and Nuclear Safety (BMU) GEM Member, Yale University Yale
- 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 !!!
- 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
Apparently,we have some “blind spots”…212Yale !!!Some observations
!"#$%&()*+",*-./0"&!"#$%&#!!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?
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 !!!
- 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 !!!
- 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 !!!
- 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 !!!