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Transition Management basics


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Transition Management basics

  1. 1. Transition management working towards sustainable development Dr. Derk Loorbach Utrecht, 11-12-2007
  2. 2. <ul><li>Decades of economic development </li></ul><ul><ul><li>Demoraphic growth </li></ul></ul><ul><ul><li>Technological progress </li></ul></ul><ul><ul><li>Consumption/production growth </li></ul></ul><ul><ul><li>Welfare increase </li></ul></ul><ul><ul><li>but; resulting in a number of crises: climate, financial, economic, institutional, energy, resources, … </li></ul></ul>Sustainable development
  3. 3. Persistent problems <ul><li>Crises are the symptoms of these persistent problems </li></ul><ul><li>many examples: climate change, energy supply, water problem, mobility problem, agriculture, health care </li></ul><ul><li>persistence is due to system failures and requires a system break and system shift: transition </li></ul>
  4. 4. Transition <ul><ul><li>fundamental change of structure, culture and </li></ul></ul><ul><ul><li>practices in societal (sub)system </li></ul></ul><ul><ul><li>structure: institutional setting </li></ul></ul><ul><ul><li>culture: dominant perspective </li></ul></ul><ul><ul><li>practices: routines, rules, habits </li></ul></ul><ul><ul><li>incumbent structure, culture and practices are broken down, which requires time to overcome resistance </li></ul></ul>
  5. 5. Societal systems in transition Societal system Societal trends Societal structures (regime) Laws and regulations Organisations Infrastruc-tures Technology Routines and behaviour Innovations and niches
  6. 6. Transition dynamics complex, uncertain and long term Predevelopment Stabilization time Societal development Acceleration Take-off Macro-level (landscape, trends) Meso-level (regimes, institutions) Micro-level (Niches, individuals) From: Rotmans et al, 2000 From: Geels and Kemp, 2001
  7. 7. Example: historic waste transition
  8. 9. Verschuiving van stort naar verbranden
  9. 10. Historic waste transition Indicator for social development ? Club of Rome/ Oil crisis Waste/toxic scandals Environmental legislation Recycling initiatives Packaging initiatives 1960 1970 1980 1990 2000 2010 2020 Waste management institutionalization Liberalisation European policy Oil prices Resource scarcity
  10. 11. Current waste regime
  11. 12. Current regime challenged <ul><li>Landscape: External challenges </li></ul><ul><li>Niches: New visions and alternatives </li></ul><ul><ul><li>Cradle to Cradle, Industrial ecology, new lifestyles, renewable energy, </li></ul></ul><ul><li> societal problem increasingly recognized; new direction emerges, chances for new transition increase, but: current regime biggest barrier </li></ul>
  12. 13. Transition Management how to deal with transitions? <ul><li>Systems thinking as analytical basis </li></ul><ul><li>Long-term envisioning as framework for short-term </li></ul><ul><li>Selective multi-actor approaches </li></ul><ul><li>Taking multi-level dynamics into account </li></ul><ul><li>Dealing with uncertainties, keeping options open </li></ul><ul><li>Focus on learning, experiment and innovation </li></ul>
  13. 14. Sustainability as orientation <ul><li>Sustainability serves as a guiding orientation for transitions </li></ul><ul><li>Sustainable development is a socially and scientifically </li></ul><ul><li>contested notion: no unique definition and approach </li></ul><ul><li> </li></ul><ul><li>Approach </li></ul><ul><li>Defining evolving sustainability principles that guide short term experiment </li></ul><ul><li>Using ambiguity of sustainable development to stimulate and facilitate societal debate and social learning </li></ul><ul><li>Regularly re-evaluating progress, context and alternatives, and adjusting vision, agenda and actions </li></ul>
  14. 15. society Transitionarena Regular policy arena <ul><li>- Short term </li></ul><ul><li>- Peloton </li></ul><ul><li>Incremental change </li></ul><ul><li>Problem- and goal oriented </li></ul><ul><li>- Long term </li></ul><ul><li>- Innovators </li></ul><ul><li>System-innovation </li></ul><ul><li>Problem- and goal searching </li></ul>Transitionarenas space to experiment with sustainability
  15. 16. Energytransition <ul><li>Cultural shift: from central, import and fossil to flexible, self-production and sustainable </li></ul><ul><li>Structure shift: from large-scale and monotechnology to large- and small-scale and technological diversity </li></ul><ul><li>Practices shift: from regulation and liberalisation to co-production and self-organisation </li></ul><ul><li>Energy transition process (EA, </li></ul><ul><ul><li>Over-arching vision and new institutions </li></ul></ul><ul><ul><li>7 platforms, thematic transition images/ambitions </li></ul></ul><ul><ul><li>22 transition pathways and 200 potential transition-experiments </li></ul></ul>
  16. 17. Watertransition <ul><li>Cultural shift: from fighting and stemming water to accomodating/living with </li></ul><ul><li>Structure shift: from technology and makeability to integrated and adaptation </li></ul><ul><li>Practices shift: from top-down and engineer-based to participation and ecology based </li></ul><ul><li>Watertransition (DG Water) </li></ul><ul><ul><li>Over-arching vision and transition agenda </li></ul></ul><ul><ul><li>New institutional design </li></ul></ul><ul><ul><li>Experiments (Maaswerken, afsluitdijk, Oosterschelde, …) </li></ul></ul>
  17. 18. Waste/resource transition? <ul><li>Cultural shift: from consumers as producers of waste to producers as consumers of resources </li></ul><ul><li>Structural shift: from centralized, technology, market to decentralized, processes, common pool </li></ul><ul><li>Practices shift: from regulation and coordination to self-organisation, stimulation and emergence </li></ul><ul><li>C2C: food for transition? </li></ul><ul><ul><li>New vision on strategic level creates space (niches) for innovations </li></ul></ul><ul><ul><li>Many intiatives emerging: </li></ul></ul><ul><ul><ul><li>Resource transition in Flanders (Plan C, OVAM) </li></ul></ul></ul><ul><ul><ul><li>Resource transition in the Netherlands? </li></ul></ul></ul>
  18. 19. Transition and companies: redefining corporate mission <ul><li>External societal sustainability challenge </li></ul><ul><ul><li>Corporate social responsibility </li></ul></ul><ul><li>New company mission and organisation </li></ul><ul><ul><li>Contributing to social sustainability </li></ul></ul><ul><li>New competences, knowledge and skills </li></ul><ul><ul><li>Connect inside with outside </li></ul></ul>
  19. 20. Roof transition <ul><li>Esha group: market leader bituminous products </li></ul><ul><ul><li>Black roofs and tar roads </li></ul></ul><ul><li>Unsustainable by-product </li></ul><ul><ul><li>waste, pollution, heat production in buildings, loss of functionality </li></ul></ul><ul><li>Approach based on achieving transition </li></ul><ul><ul><li>Give 350 million m3 roof-surface sustainable function </li></ul></ul>
  20. 23. Roof transition strategy <ul><li>Sector wide sustainability vision </li></ul><ul><li>Cross sector cooperation </li></ul><ul><ul><li>Architects, producers, builders, roofers, (local/national) government, waterboards, … </li></ul></ul><ul><li>Process as niche for innovation and experiment </li></ul><ul><li>Crucial role for entrepreneurs and frontrunners </li></ul>
  21. 24. Philips C2C transition strategy <ul><li>External </li></ul><ul><ul><li>Initiate and participate </li></ul></ul><ul><ul><ul><li>In transition arenas: create SoU, advocate future visions, create social support </li></ul></ul></ul><ul><ul><ul><li>In transition experiments: concrete projects producing concrete examples/alternatives </li></ul></ul></ul><ul><li>Internal </li></ul><ul><ul><li>Reframe and redevelop </li></ul></ul><ul><ul><ul><li>Personal competences, skills and knowledge </li></ul></ul></ul><ul><ul><ul><li>Organisational culture and structure </li></ul></ul></ul><ul><ul><ul><li>New business development </li></ul></ul></ul>
  22. 25. Philips C2C transition experiment
  23. 26. New business model? <ul><li>From: </li></ul><ul><li>Producer </li></ul><ul><li>Products </li></ul><ul><li>Short term profit </li></ul><ul><li>Monopoly / competition </li></ul><ul><li>Efficiency </li></ul><ul><li>To: </li></ul><ul><li>Owners </li></ul><ul><li>Services </li></ul><ul><li>Long-term value </li></ul><ul><li>Co-production </li></ul><ul><li>Effectiveness </li></ul>
  24. 27. Conditions for business transition <ul><li>New inspiring challenge + ambition </li></ul><ul><ul><li>Integrating economy, ecology and social value </li></ul></ul><ul><li>Space for experiment and innovation </li></ul><ul><ul><li>Within company and society </li></ul></ul><ul><ul><li>Company frontrunners </li></ul></ul><ul><li>Personal transition </li></ul><ul><ul><li>Willingness to learn, co-produce and experiment </li></ul></ul>
  25. 28. Transition management approach based on past experience <ul><li>Bring together innovative niche- and regime-actors in transitionarenas </li></ul><ul><li>Develop a ‘shadow policy track’ and alternative agendas in transitionarenas </li></ul><ul><li>Become concrete by initiating transition experiments </li></ul><ul><li>Transform arenas and networks into social movement to exert public pressure </li></ul>
  26. 29. Governance framework for dealing with transitions Monitoring, evaluating and adapting Developing sustainability images, coalitions and joint transition-agendas Problem structuring, envisioning and organizing transition-arenas Mobilizing actors and transition- experiments Strategic (emphasis on system, culture) Tactical (emphasis on subsystem, structures) Operational (emphasis on niches, practices)
  27. 30. What are results <ul><li>Increased sense of urgency </li></ul><ul><ul><li>Shared problem definitions </li></ul></ul><ul><li>Shared perspective and orientation </li></ul><ul><ul><li>Transition and transition vision </li></ul></ul><ul><li>Space for innovation </li></ul><ul><ul><li>Mental, institutional, financial, physical etc. </li></ul></ul><ul><li>Competent individuals with changed perspective </li></ul><ul><ul><li>New elan and strong message/narrative </li></ul></ul><ul><li>New coalitions and networks </li></ul><ul><ul><li>With shared transition agenda and experiments </li></ul></ul>
  28. 31. ‘ Transitionizing’ <ul><li>Through joint implementation of TM regular context can be transitionized </li></ul><ul><ul><li>Context specifiek implementation is a craft </li></ul></ul><ul><li>Reframing issues in terms of transitions and transition challenge </li></ul><ul><ul><li>Rethinking one’s own role, ambition and strategy </li></ul></ul><ul><ul><li>Government: policy innovation </li></ul></ul><ul><ul><li>Companies: CSR+, proactively creating new sustainable business </li></ul></ul><ul><ul><li>Researchers: new forms of science, participation and co-production </li></ul></ul>
  29. 32. Researchers in transition processes <ul><li>Analysis </li></ul><ul><ul><li>Integrating disciplinary and lay knowledge </li></ul></ul><ul><li>(re)structuration </li></ul><ul><ul><li>Ongoing processes </li></ul></ul><ul><li>Design and facilitation </li></ul><ul><ul><li>Of transition management type and process </li></ul></ul><ul><li>Reflection </li></ul><ul><ul><li>Upon impact, effect and future steps </li></ul></ul>
  30. 33. Transitionizing research: activist science Sustainability Sciences History Policy sciences Complexity research Sociology Ecology MODE 1 Action Grounded theory consultancy Applied Participatory MODE 2
  31. 34. Conclusions <ul><li>Transition concept is an integrated analytical framework to think about complex societal change </li></ul><ul><li>Transition management is a way to translate this understanding into action </li></ul><ul><li>It requires new ways of thinking, organizing and acting from all actors </li></ul><ul><li>A sustainable future can be achieved by starting to create it today </li></ul>