Transformational adaptation - Mark HowdenPresentation Transcript
Transformational adaptation Mark Howden, Snow Barlow, Sarah Park, Usay Nidumolu and Lauren Rickards Presentation to the CCRSPI Conference, Melbourne, February 2011, Copyright CSIRO
Transformational advertising associates product usage with certain feelings, images, or meanings that then transform the experience of using the product
Transformational leadership - e.g. aims to move the staff member beyond their own self interests toward those of the organization
Transformation in political dialogues – e.g. to distance the speaker from a particular position or situation
Transformational policy – e.g. attempts at systemic, sweeping change
Transformational technologies – e.g. internet
Transformational science – e.g. re-branding of old work so as to keep the publication record going
Transformational adaptation in agriculture …
Transformation everywhere ….
Different degrees of adaptation Varieties, planting times, spacing Stubble, water, nutrient and canopy management etc Production chain approaches Climate change-ready germplasm Diversification and risk management Transformation from landuse or distribution change New products such as ecosystem services Climate change Benefit from adaptation Increasing complexity, cost and risk (Howden et al. 2010)
Suggest let’s not get hung up on precise definitions
An enterprise manager making decisions is trying to make the ones that best meet with their values and needs
how scientists define the decision is not important to them
Sheep to beef change-over in central Qld in the 1800’s (McKeon et al. 1990)
Goyders Line in 1800’s (Meinig 1962)
Cropping on heavy soils in northern Australia
Dairy industry restructure (Edwards 2003)
Eucalyptus globulus in western Victoria
Transformative adaptation to climate change
Transformation in agriculture is not new …
Brown Bros buy up in Tasmania
Rice industry Laurie Arthur to present on this
Peanut Company of Australia
‘ High rainfall zone’ cropping An extra 52000ha cropped : Nidumolu (2010)
Not in the business of promoting transformation nor predicting it
risks of normative views or top-down decisions
reduction in diversity which may increase risk
flawed assumptions about what drives decisions
unable to capture serendipity and contingency
Supporting effective decisions by decision-makers, not making these decisions ourselves
Should learn from the failures of DSS in terms of incremental and systems management and not repeat them for transformation
The role of science
Understanding the transformational process via longitudinal case-studies
What drives it ?
What are barriers and facilitating factors ?
What information is used ?
How do the transformers feel afterwards ?
How do the people and communities ‘left behind’ feel ?