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  • 1. Webinar Series Multilevel Governance“There will always remain blind spots...”Learning to act under uncertaintyYale# 5
  • 2. Yale211 Your Webinar in 2013
  • 3. 211 What we have coveredYaleNovember 2012ProfessorEnvironmental Governance &Political Science, Yale UniversityProf. Ben Cashore
  • 4. 211 What we have coveredYaleDecember 2012Dr. Chris ElliottMember Advisory BoardGEM Initiative, Yale UniversityExecutive Director – Climate andLand Use Alliance
  • 5. February 2013Alexander BuckExecutive DirectorInternational Union of ForestResearch Organizations (IUFRO)Member Advisory BoardGEM Initiative, Yale University211 What we have coveredYale
  • 6. April 2013Dr. Patrick VerkooijenSpecial Representativefor Climate ChangeOffice of the Vice President, SDNThe World BankMember Advisory BoardGEM 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 ManagerGlobal Knowledge Cooperation /Alumni Coordination, GIZKnowledge Manager 2005 AwardGEM Advisory Board, Yale UniversityYale
  • 9. Your scholars today:DANIELA GÖHLERGIZ, Advisor in theFederal Ministry for the Environment,Nature Conservation and NuclearSafety (BMU)GEM Member, Yale UniversityYale
  • 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 0− Each webinar showed a specific approach, but each time newquestions emerged (as usual0) – 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, institutions00.212YaleSome observations
  • 12. Apparently,we have some “blind spots”2212YaleSome observations
  • 13. But how to address the super-wicked problems?How do we avoid mis-management?Solvingdeforestationthroughmultilevellearning
  • 14. But how to address the super-wicked problems?How do we avoid mis-management?What can we learn from practice?SolvingdeforestationthroughmultilevellearningImprovingland usemanagement throughlearningfromevaluationsBut do we ask the relevant questions?What about the unintended positive andnegatve impacts?
  • 15. But how to address the super-wicked problems?How do we avoid mis-management?What can we learn from practice?But do we ask the relevant questions?What about the unintended positive andnegatve impacts?What do we need to know for policy learning?SolvingdeforestationthroughmultilevellearningImprovingland usemanagement throughlearningfromevaluationsLearning inForest Governance…through linking forestresearch institutions
  • 16. But how to address the super-wicked problems?How do we avoid mis-management?What can we learn from practice?Is the mainstream right?What about the selfishness of institutions?Who transforms knowledge into action?Is it okay to reduce the issues to a cost-benefit decision?SolvingdeforestationthroughmultilevellearningImprovingland usemanagement throughlearningfromevaluationsLearning inForest Governance…through linking forestresearch institutionsEnding Povertyand BuildingShared Prosperityby TacklingClimate ChangeBut do we ask the relevant questions?What about the unintended positive andnegatve impacts?What do we need to know for policy learning?
  • 17. But how to address the super-wicked problems?How do we avoid mis-management?What can we learn from practice?Is the mainstream right?What about the selfishness of institutions?Who transforms knowledge into action?Is it okay to reduce the issues to a cost-benefit decision?SolvingdeforestationthroughmultilevellearningImprovingland usemanagement throughlearningfromevaluationsLearning inForest Governance…through linking forestresearch institutionsEnding Povertyand BuildingShared Prosperityby TacklingClimate ChangeBut do we ask the relevant questions?What about the unintended positive andnegatve impacts?What do we need to know for policy learning?How do we cope withblind spots?
  • 18. SolvingdeforestationthroughmultilevellearningImprovingland usemanagement throughlearningfromevaluationsLearning inForest Governance…through linking forestresearch institutionsEnding Povertyand BuildingShared Prosperityby TacklingClimate ChangeAnotherissuewithanotherapproachAnotherissuewithanotherapproach
  • 19. 213 A vicious cycleYaleThe curious case oflegality verificationNo REDD+without FLEG„deforestationfree“ products?System complexityUncertainty„Archaic“decisionpatternsAccelerationInter-dependency
  • 20. 213 Blind spotting by2YaleSystem complexityUncertainty„Archaic“decisionpatternsAccelerationInter-dependency... policy learning... network-basedinnovation processes... robustleadership skills... institutionalintersectionFocus on...
  • 21. 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
  • 22. − 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
  • 23. − 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
  • 24. − 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
  • 25. 218 Managing the unmanageable?Yale