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Olsson inntransf master 2014

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  • 1. Innova&on  and  Transforma&on   for  People  and  the  Planet   Per  Olsson   Stockholm  Resilience  Centre     A PARTNER WITH 1
  • 2. There  is  a  recogni&on  for  the  need  of  major   change  in  how  humans  interact  with  the   biophysical  system  (Folke  et  al.  2011)     But,  there  is  the  general  lack  of  understanding   about  how  to  transform  social-­‐ecological   systems  that  are  locked  into  unsustainable   development  pathways  to  improved  trajectories   that  enhance  the  capacity  of  ecosystems  to   generate  services  and  increase  human   wellbeing.    
  • 3. “…some  now  consider  it  easier  to  accept  future   temperature  increases  of  up  to  4  [degrees]  C  or   more  within  this  century  (along  with  other   environmental  and  social  changes)  than  to   pursue  transforma&ve  strategies  to  avoid  such   changes.”     O’Brian  (2011)  
  • 4. Ecosystem Stewardship:     Sustainability  Strategies  for  a  Rapidly  Changing  Planet   Integrates  three  broadly  overlapping  sustainability   approaches:   •  reducing  vulnerability  to  expected  changes     •  fostering  resilience  to  sustain  desirable   condi&ons  in  the  face  of  perturba&ons  and   uncertainty     •  transforming  from  undesirable  trajectories   when  opportuni&es  emerge   Chapin et al. 2010
  • 5.  Six  urgent  transforma&on  areas   1.  An  energy  revolu&on  –  Facilita&ng  a  global   energy  transforma&on  (>80  %  reduc&on  in   CO2  emissions  by  2050)     2.  Future  food  -­‐    a  food  system   transforma&on  to  achieve  +70%   produc&on  by  2050  through  Sustainable   Intensifica&on     3.  An  urban  planet  -­‐  Achieving  sustainable   urban  living   4.  The  rising  billion  -­‐  Adap&ng  to  the   popula&on  transi&on  and  preparing  for  a   world  of  9  billion  people   5.  Protect,  restore  &  sustain  -­‐  A  biodiversity   Management  Transforma&on   6.  Strengthen  global  governance  -­‐  A  private   and  public  Governance  transforma&on   Photo:  Ma`as  Klum  
  • 6. A safe and just space for humanity Text Text Source: Oxfam
  • 7. A safe and just space for humanity Text Text World Social Science Report 2013
  • 8. Outline   1.  Transforma&on  (before  lunch)   –  Exercise     2.  Innova&on  (acer  lunch)   –  Exercise     3.  Agency  
  • 9. 1 Transforma&on  
  • 10. Addressing  transforma&ons   Transforming     bureaucracies   Ins&tu&onalising    par&cipatory   approaches  and  processes  for   natural  resource  management  
  • 11. Macro   Meso   Change   Con&nuity   Cross-­‐scale  interac&ons   Micro   Giddens   Holling  et  al.   Rotmans  et  al.  
  • 12. Social institutions Scale   Structures of Macro Societies/ cultures   Meso Organizations, networks, communities, associations   Micro   (interac&ons/ conversa&ons)   (norms and procedures)   Structures of domination (power )   Structures of domination ( resources)   Structures of signification (values and beliefs)   Legal   Ins&tu&ons   Poli&cal   Ins&tu&ons   Economic   Ins&tu&ons   Cultural   Ins&tu&ons   (media,   schools,   churches,  etc.)   Rules,   procedures,   norms  that   govern  our   interac&ons   (formal  or   informal)   around  work   and  social   interac&on   Hierarchies,   distribu&on   of  authority.   Rules  that   govern  our   interac&ons   around   power     Markets,   transac&ons,   distribu&on  of   resources.   Rules  that   govern   distribu&on,   access,  and   use.   Values,  beliefs,   popular   culture.  Rules   that  allow  us   to  interpret   and  reproduce   the  meanings   of  day  to  day   invent   What  are  the   rules  that   govern  our   exchanges   Who  controls   Who  gets   the  topic,  the   more  &me/ mood?   whose  ideas   are  privileged?   legitimation What  values   and  beliefs   inform  the   interac&on  
  • 13. Transitions in Socio-Technological Systems (Rotmans et al. 2001, Loorbach and Rotmans 2010, Geels and Shot 2007)
  • 14. Three  levels   Macro/Landscapes  -­‐  geographical  posi&on  of  the   land,  climate,  available  resources,  poli&cal   constella&ons,  economic  cycles,  and  broad  societal   trends     Meso/Regimes  -­‐  dominant  rule-­‐sets,  social  networks   and  organiza&ons,  prevailing  infrastructures     Micro/Niches  -­‐  small  protected  spaces  in  which  new   prac&ces  can  develop,  protected  from  harsh  selec&on   criteria  and  resistance  from  prevailing  regimes  
  • 15. Macro   Meso   Micro   Fig.  2  
  • 16. Limita&ons  with  exis&ng  frameworks   1.  tends  to  miss  the  ecological  dimension  of  such   shics  addressing  only  the  social  dimension  will  not   be  sufficient  to  guide  society  toward  sustainable   outcomes.     2.  socie&es  may  undergo  major  transforma&ons   without  improving  their  capacity  to  learn  from,   respond  to,  and  manage  environmental  feedback   from  dynamic  ecosystems  
  • 17. Understanding  transforma&ons   in  social-­‐ecological  systems  
  • 18. Transformations in SES Gunderson and Holling 2002
  • 19. SES transformations •  Purposefully navigated transformations of socialecological systems •  Increase our capacity to learn from, respond to, and manage environmental feedback from dynamic ecosystems •  Include redirecting governance into restoring, sustaining, and developing the capacity of ecosystems to generate essential services •  Innovation and agency, and strategies to overcome barriers to change •  Traps and path dependence as well as windows of opportunity for change Folke  et  al  2010  
  • 20. Transforma&on  case  studies  
  • 21. Phases  of  transforma&on   Olsson  et  al  2004  
  • 22. M.  Leach  2012    
  • 23. Navigating the transition Preparing for transformation •  Identify potential crises Building resilience of the •  Engage stakeholders to and use them as new regime identify dysfunctional states opportunities to initiate and raise awareness of change •  Create incentives and problems foster values for •  Maintain flexible strategies stewardship in the new •  Identify thresholds, plausible and transparency context alternative states, pathways, •  Foster institutions that and triggers •  Initiate and mobilize facilitate cross-scale and social networks of key •  Identify the barriers to cross-organizational individuals for problemchange, potential change interactions and solving agents, and strategies to stakeholder participation overcome barriers •  Foster interactions and support of decision •  Build strategic networks makers at other levels •  Develop vision/scenarios
  • 24. Phases  of  transforma&on   Olsson  et  al  2004  
  • 25. Naviga&ng:  Transi&onal  jus&ce  
  • 26. Exercise  
  • 27. Navigating transformations in governance of Chilean marine coastal resources Gelcich et al. 2010
  • 28. Exercise   Using  the  transi&on  framework  to  understand   cross-­‐scale  dynamics  in  the  Chilean  case  study:   –  Make  a  &meline  and  map  key  events  happening  at   the  different  scales.     –  Once  mapped,  brainstorm  examples  of  the   opportuni&es  and  key  features  for  crossing  scales.   –  Report  back  acer  45  min.    
  • 29. Transformations in a water management regime in the Tiscza River, Hungary Sendzimir  et  al  2007  
  • 30. 2 Innova&on  
  • 31. www.igbp.net  
  • 32. Key  aspects  of  innova&on     Type/content   Inclusiveness   Scaling  
  • 33. Content    
  • 34. Changing the system dynamics that created the problem in the first place A  social  innova&on  is  any  ini&a&ve,  product,   process,  program  or  design  that  challenges   and,  over  &me,  changes,  the  defining  rou$nes,   resource  and  authority  flows  or  beliefs  of  the   broader  social  system  in  which  it  is   introduced.  Successful  social  innova&ons  have   durability,  scale  and  transforma&ve  impact.      
  • 35. Muhammad  Yunus  
  • 36. Social-­‐ecological  innova&ons   New technology, strategies, concepts, ideas and organizations that enhance the capacity of ecosystems to generate (bundles of) services •  have the potential to build resilience in SES, increase human well-being, and reduce vulnerability to present and future challenges •  can enhance the fit between ecosystems and governance systems and help can help break self-reinforcing feedbacks, unlock social-ecological systems’ lock-ins, escape traps and move to new trajectories of sustainability
  • 37. Veta la Palma - Integrated Fish Farm
  • 38. Inclusiveness  
  • 39. Scaling  
  • 40. Biofuels   A  systemic  shic  to  biofuels  might  slow  climate  change  but...       Copyright  Policymic   destruc&ve  land-­‐use  change     and  biodiversity  loss   land  grabbing,  inequali&es     and  social  unrest  
  • 41. Photo: Kaj Török
  • 42. Merrie  and  Olsson  2013  
  • 43. Big  Picture   Bopom  Up  Innova&ons    
  • 44. Excercise   •  Using  the  Barefoot  College  as  a  case:   –  What  is  the  social  innova&on  in  this  film  –  is  it   product,  process,  program,  design  or  all  of  these? Iden&fy  as  many  of  the  elements  as  you  can,  and   how  they  are  connected.   –  Has  the  innova&on  scaled  out?  Why?  Has  it  scaled   up?  In  other  words,  to  what  extent  do  you  see  the   ini&a&ve    as  having  an  impact  on  the  flows  of   resources,  power/authority,  rou&nes  and/or   beliefs  that  created  the  problem  in  the  first  place?  
  • 45. 3 Agency  
  • 46. Photo:  "Transformers,"  courtesy  DreamWorks  Pictures  
  • 47. Allan  Savoy    
  • 48. Shadow networks •  Characterized by political independence and out of the fray of regulation and implementation •  Incubators - places to develop alternative policies, dare to learn from each other, and think creatively about how to resolve resource problems •  Their ability to link in to the formal political arenas and networks at different levels Olsson  et  al.  2006  
  • 49. Westley,  Olsson  et  al.  2011  
  • 50. Institutional  entrepreneurs,  global  networks,   and  the  emergence  of  international  institutions   for  ecosystem  stewardship:  The  Coral  Triangle   Initiative   Franciska  Rosen  and  Per  Olsson  (manuscript)   Photo: www.flickr.com/photos/37365478@N03/3465479992/
  • 51. Coral  Triangle   Ini&a&ve  (CTI)     an  interna&onal  agreement   and  partnership  for   ecosystem-­‐based  man-­‐   agement  of  coastal  and   marine  resources  in  the   Coral  Triangle   Key  Actors   •  •  •  •  •  •  •  •  Malaysia,  Indonesia,  Philippines,  Papua  New  Guinea,  Timor  Leste,  Solomon  Islands   Conserva&on  Interna&onal,  CI   WorldWildlifeFund,  WWF   Nature  Conservancy,  TNC   Asian  Development  Bank,  ADB;   Asian  Pacific  Economic  Coopera&on,  APEC;   Global  Environment  Facility,  GEF   United  States  Agency  for  Interna&onal  Development,  USAID  
  • 52. Rosen  and  Olsson  2013  
  • 53. Mobilizing  funds  and  broad  support:  Aprac&ng   interna&onal  finance  and  poli&cal  recogni&on     •  Ac&vate  social  capital  and  social-­‐ecological  memory   from  previous  collabora&ve  projects.   •  Strategic  communica&on  at  the  ‘right’  interna&onal   events.   •  Iden&fy  poli&cal  opportuni&es  to  introduce  new   ideas.   •  Visualize  links  between  different  issue  areas,   especially  between  ecosystem  stewardship  and   other  poli&cal  priori&es.  
  • 54. ‘‘Acer  9/11,  and  later  the  Bali-­‐bombings,  it   became  a  key  objec&ve  to  support  poli&cal   stability  in  Southeast  Asia.  The  structure   provided  by  the  CTI  provided  a  good   opportunity  to  increase  poli&cal  presence  in  the   region’’  (Interview32).  
  • 55. ‘‘Illegal  fishing  in  Australia’s  northern  waters  has   increased  drama&cally  in  the  past  five  years.   More  than  240  foreign  vessels  –most  of  them   Indonesian  –  have  been  apprehended  this  year   for  fishing  illegally…  Illegal  fishing  depletes  fish   stocks  and  poses  serious  environmental,   quaran&ne  and  security  risks  to  Australia’’  [56].  
  • 56. Thank  you!       per.olsson@stockholmresilience.su.se   twiper:  perserudsper     Subscribe  to  our  newsleper   www.stockholmresilience.org/subscribe   A PARTNER WITH

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