The document discusses several concepts related to adaptive governance including adaptive co-management, social networks, bridging organizations, and polycentric governance. It emphasizes that adaptive governance is needed to address rapid global change, uncertainty, and surprise. Adaptive governance links evolving knowledge and actions through concepts like collective action, social networks, and transformations. However, relating these concepts and applying them across scales remains a challenge. The document examines how institutions, networks, and bridging organizations at various levels could support adaptive governance of complex social-ecological systems like the Great Barrier Reef, but also acknowledges open questions around power dynamics, governance trade-offs, and institutionalizing
Systems Thinking has been an important feature in the Tavistock Institute’s research and consultancy work from the beginning in 1947. Central to our action research work with major industries in the 1950-70’s, it formed the core of theory and practice related to ‘sociotechnical systems’ work. This tradition continued within our evaluation activities from the 1980’s onward, and features in several of our current projects. These have received added impetus from the growing interest in complexity theory and its application to evaluation practice, encouraged by our involvement in activities such as the Centre for Complexity in Evaluation across the Nexus (CECAN) and the writing of an annex to the revised Magenta book (Cross-Government Evaluation Group) published on 27 March this year.
This talk on Systems Thinking offers the opportunity for you to reflect with us on what we have learnt from the past, how we are currently applying this – and where systems thinking will be taking us next.
Systems Thinking has been an important feature in the Tavistock Institute’s research and consultancy work from the beginning in 1947. Central to our action research work with major industries in the 1950-70’s, it formed the core of theory and practice related to ‘sociotechnical systems’ work. This tradition continued within our evaluation activities from the 1980’s onward, and features in several of our current projects. These have received added impetus from the growing interest in complexity theory and its application to evaluation practice, encouraged by our involvement in activities such as the Centre for Complexity in Evaluation across the Nexus (CECAN) and the writing of an annex to the revised Magenta book (Cross-Government Evaluation Group) published on 27 March this year.
This talk on Systems Thinking offers the opportunity for you to reflect with us on what we have learnt from the past, how we are currently applying this – and where systems thinking will be taking us next.
Lunchtime Talk: Giorgia Iacopini – 16 October 2019
This Lunchtime Talk explores what drives policy-making, taking us beyond the assumptions of policy work that still inform the evidence-based policy movement.
Social and technology entities in an innovation development process. Presented by Elica Safari Mehr, School of Population Health, University of Auckland, at HINZ 2014, 11 November 2014, 12pm, Plenary Room
Community perspectives on sustainability and resilience within a social ecolo...Alex Webb
Thesis defense presenting results from social science research project examining community knowledge and perspectives related to coupled human and natural systems or social-ecological systems dynamics in St. Thomas, USVI.
[IFPRI Gender Methods Seminar] Gender and Collective Lands: Good practices an...IFPRI Gender
Presentation by Elisa Scalise and Renee Giovarelli
Co-founders of Resource Equity
Global awareness of two land tenure issues--the importance of recognizing and promoting land rights for women and the problem of insecure collective land and resource tenure rights--is rising. The importance of managing collectively held land, both for those who use it and for the environment, has grown increasingly clear. In fact, studies have estimated that as much as 65 percent of the world’s land is held under collective tenure—customary, community-based tenure systems. Securing that tenure is important for protecting the rights of those communities, and has been shown to improve resource management.
However, efforts to secure community land tenure, generally through documenting and registering rights, are still new. In particular, to date, the conversation around securing collective rights to land has paid little attention to women’s rights, and the effects of formalizing the rights of the collective on women are not well studied. Focusing on securing collective land and resource rights without considering gender differences within communities has the potential to severely disadvantage women who are very often socially, economically, and politically excluded.
This report on gender issues and best practices in collective land tenure projects seeks to begin filling this gap, by taking a detailed look at how six collective tenure land projects addressed gender differences. The six case studies include projects in China, Ghana, India, Kyrgyzstan, Namibia, and Peru. The case studies are program assessments focusing primarily on how each project approached gender, what the gender-differentiated impacts have been in terms of project participation and benefits, and what lessons can be learned and best practices can be drawn from these projects.
https://www.dropbox.com/s/rraj5rz8kip9t70/2016-03-14%2012.01%203_14%2012pm-1pm%20Room%208A%20Gender%20Methods%20Seminar%20with%20Resource%20Equity%20.mp4?dl=0
A Gender Transformative Approach: Why what and how?CGIAR
This presentation was given by Cynthia McDougall (WorldFish Center), as part of the Annual Scientific Conference hosted by the University of Canberra and co-sponsored by the University of Canberra, the Australian Centre for International Agricultural Research (ACIAR) and CGIAR Collaborative Platform for Gender Research. The event took place on April 2-4, 2019 in Canberra, Australia.
Read more: https://www.canberra.edu.au/research/faculty-research-centres/aisc/seeds-of-change and https://gender.cgiar.org/annual-conference-2019/
Process Stage 1 Analysing Climate Vulnerability: Institutional
Institutional Climate Vulnerability
This module outlines how institutional capacity affects vulnerability to climate change and will cover how to identify and address weaknesses in institutional capacity in order to reduce vulnerability.
Sustainable Development, relationships, norms, values, and hierarchies, Gradual change, Reduction of natural resources
Food, water and energy shortages, Loss of biodiversity
The pressure of accelerating urbanization and population growth, Climate change and natural disasters
Lunchtime Talk: Giorgia Iacopini – 16 October 2019
This Lunchtime Talk explores what drives policy-making, taking us beyond the assumptions of policy work that still inform the evidence-based policy movement.
Social and technology entities in an innovation development process. Presented by Elica Safari Mehr, School of Population Health, University of Auckland, at HINZ 2014, 11 November 2014, 12pm, Plenary Room
Community perspectives on sustainability and resilience within a social ecolo...Alex Webb
Thesis defense presenting results from social science research project examining community knowledge and perspectives related to coupled human and natural systems or social-ecological systems dynamics in St. Thomas, USVI.
[IFPRI Gender Methods Seminar] Gender and Collective Lands: Good practices an...IFPRI Gender
Presentation by Elisa Scalise and Renee Giovarelli
Co-founders of Resource Equity
Global awareness of two land tenure issues--the importance of recognizing and promoting land rights for women and the problem of insecure collective land and resource tenure rights--is rising. The importance of managing collectively held land, both for those who use it and for the environment, has grown increasingly clear. In fact, studies have estimated that as much as 65 percent of the world’s land is held under collective tenure—customary, community-based tenure systems. Securing that tenure is important for protecting the rights of those communities, and has been shown to improve resource management.
However, efforts to secure community land tenure, generally through documenting and registering rights, are still new. In particular, to date, the conversation around securing collective rights to land has paid little attention to women’s rights, and the effects of formalizing the rights of the collective on women are not well studied. Focusing on securing collective land and resource rights without considering gender differences within communities has the potential to severely disadvantage women who are very often socially, economically, and politically excluded.
This report on gender issues and best practices in collective land tenure projects seeks to begin filling this gap, by taking a detailed look at how six collective tenure land projects addressed gender differences. The six case studies include projects in China, Ghana, India, Kyrgyzstan, Namibia, and Peru. The case studies are program assessments focusing primarily on how each project approached gender, what the gender-differentiated impacts have been in terms of project participation and benefits, and what lessons can be learned and best practices can be drawn from these projects.
https://www.dropbox.com/s/rraj5rz8kip9t70/2016-03-14%2012.01%203_14%2012pm-1pm%20Room%208A%20Gender%20Methods%20Seminar%20with%20Resource%20Equity%20.mp4?dl=0
A Gender Transformative Approach: Why what and how?CGIAR
This presentation was given by Cynthia McDougall (WorldFish Center), as part of the Annual Scientific Conference hosted by the University of Canberra and co-sponsored by the University of Canberra, the Australian Centre for International Agricultural Research (ACIAR) and CGIAR Collaborative Platform for Gender Research. The event took place on April 2-4, 2019 in Canberra, Australia.
Read more: https://www.canberra.edu.au/research/faculty-research-centres/aisc/seeds-of-change and https://gender.cgiar.org/annual-conference-2019/
Process Stage 1 Analysing Climate Vulnerability: Institutional
Institutional Climate Vulnerability
This module outlines how institutional capacity affects vulnerability to climate change and will cover how to identify and address weaknesses in institutional capacity in order to reduce vulnerability.
Sustainable Development, relationships, norms, values, and hierarchies, Gradual change, Reduction of natural resources
Food, water and energy shortages, Loss of biodiversity
The pressure of accelerating urbanization and population growth, Climate change and natural disasters
Memetic Governance. Seminar ECCO, VUB. University of Brussels 2011Øyvind Vada
Øyvind Vada’s work is about how governance can be executed in a world where the public, private and third sectors are changing rapidly due to globalization and increased complexity. How we, as individuals, think, talk, decide and act together in all types of social systems, both locally and globally, is a function of a more and more interwoven world. Classical reductionist and hierarchical approaches to governance tend to fail due to these changes.
To reduce the gap between governance theory and governance practice, Vada argues that there is a need for new approaches that embrace complexity. He has developed a memetic approach for doing so, taking into account that we as individuals belong to different formal and informal social systems. These systems can be regarded as combinations of hierarchies, networks and markets.
Individuals and groups of individuals in social systems are, in Vada’s approach, treated as agents. As agents, we are free and goal-directed entities that maximize utility, benefit and/or fitness. We often have local and limited knowledge, and cannot always foresee effects of our individual actions on larger collective wholes.
Governing organizations includes governing agents. Vada argues that it is possible to design for a desired emergent outcome, where agents interpret predefined memes that influence how they perceive and process themselves, their surroundings and the tasks at hand. Different sets of predefined memes are created as tools and cognitive templates that form and process subjective thoughts, communications and actions, both individually and collectively.
Vada proposes an alternative way of allocating resources and exercising control and coordination in social systems – a new form of governance. He suggests a method where memes are instrumentally infused into social systems through processes where free and bounded rational agents are regarded as participants and players that impact their surroundings based on their own subjective agency. He shows how agents become carriers of shared memes in different arenas for diffusion and adaption. The predefined memes are formed as iconic and discrete models that can be applied to individual day-to-day situations as well as complex collective challenges. In the arenas, memes are woven into active exercises and assignments. Individual agents recognize the value of other agents’ viewpoints, make sense of the social systems they are part of and collectively create solutions that reduce the gap between the system’s strategic intent and its operational success.
The main task of Vada’s work is to merge an improved version of memetics with the intentions of classical governance. He has created a replicable method, which is potentially applicable in all organizations. The method seeks to balance a designed and planned approach to steering and coordination with emergent factors that are always present when human agency takes place.
Organizing for Sustainability: Including and Engaging Diverse Stakeholders Rahul Mitra
Presented at the "Our Legacy, Our Relevance: Breaking Down Privilege Using Communication Theory to Build Frameworks that Support Inclusion" preconference, at the National Conference Association 2017.
GreenBiz 19 Workshop Slides: The School of Systems ChangeGreenBiz Group
The challenges we face as sustainability professionals are complex and interconnected. They’re global in scale, with many root causes and contributing factors, supported by deep-rooted institutions and structures. It can seem that the more urgency we feel, the more these challenges seem nearly unmovable. How do we know where and when to intervene? What actions and efforts will unlock transformational change, and avoid unintended consequences? How do we work with power, and understand who and how to influence to make change happen? Forum for the Future and their partners in the School of System Change are building the system change capabilities of change leaders around the world, and invite you to join this tutorial for a whirlwind exploration of tools, approaches, and methodologies that can enable you to take a systemic approach to your work. Learn from the do-ers and the makers, take real life lessons back with you, and discover how you can be a system change agent, no matter your context and role.
The Commons as underlying logic to federate social disparate social change and sustainability efforts. A talk at the 'Imagine the Common Good' conference, Paris, August 25 to 28, 2013. Part of the Cultural Diversity & the Common Good panel.
Version française: http://www.slideshare.net/helenefinidori/fdrer-les-efforts-pour-un-monde-meilleur
This document by Eelke Wielinga describes the FAN (Free Actor Network) approach and practical tools to promote effective networks where traditional planning is balanced with the energies, incentives and dreams of the members. Mr Wielinga was one of the speakers of the Systemic M&E webinar (Innovations in Measuring Impacts in Market and Financial Systems: rethinking the current paradigm). This webinar was organised by SEEP's MaFI in October 2012 and hosted in collaboration with USAID's Microlinks and FHI360. To know more about the FAN approach and Eelke's work go to www.toolsfornetworkers.nl
Project Cycle and Causal Hypothesis _ Theory of Change.pptxGeorgeKabongah2
The project life cycle is the order of processes and phases used in delivering projects. It describes the high-level workflow of delivering a project and the steps you take to make things happen.
Organisational Behaviour: Meaning – Elements – Need and importance – Approaches – Models – Levels - Global scenario – Socio, cultural, political and economic differences and their influence on International Organisational behaviour – Future of Organisational behaviour.
This is a presentation for a Health Foundation webinar on 2nd November 2017 (Registration available at www.health.org.uk free of charge, and the webinar can be watched in the Health Foundation archive of webinars) where Prof Harry Rutter and I look at how systems theory and science can be applied to public health challenges and issues.
One Health Governance and the Social Sciences: Enhancing coherence, accountab...Global Risk Forum GRFDavos
Presentation at 3rd GRF One Health Summit 2015
Plenary V: Social Challenges and Opportunities for Effective One Health Governance
Andreas RECHKEMMER, Professor and American Humane Endowed Chair, University of Denver, Denver, USA
From 27-29 October 2014, WLE, in cooperation with the CGIAR Systemwide Program on Collective Action and Property Rights (CAPRI) and the CGIAR Research Program on Forests, Trees, and Agroforestry (FTA), held a workshop on Institutions for Ecosystems Services in Washington DC.
The goals of the workshop were to:
-Encourage sharing and discussion on research methods and tools to study the links between institutions and ecosystem services
-Synthesize lessons about institutional arrangements needed to ensure that ecosystem services projects are able to deliver benefits to local resource users and produce local, regional, and national global environmental benefits
-Identify policies and program interventions that can strengthen these institutions
-Outline priorities for future research, policy, and project implementation, particularly of relevance for PIM, WLE, and FTA programs
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
2. Learning goals
• Define and describe key concepts related to adaptive
governance, such as adaptive co-management, social
networks, bridging organizations, and polycentric
governance
• Define and describe the role of innovation and
transformations in adaptive governance
• Describe how these concepts are related to each other in
the context of governance of dynamic social-ecological
systems
• Apply concepts related to adaptive governance at multiple
levels, on a real-world case
3. How do we govern
complex SES in an era
of rapid global
change?
4. Governance – many definitions!
• “the processes groups of actors adopt to negotiate decisions
and determine a path of action” (Wyborn 2015)
• “the exercise of authority over the environment through the
processes and institutions by which decisions are made”
(Plummer et al. 2013)
• “a social function centered on steering human groups toward
mutually beneficial outcomes and away from mutually
harmful outcomes” (Brondizio et al. 2009)
• Griggs et al. (2014): the popularity of governance owes much
to its ambiguity, it is a useful ‘catch-all’ for the “bewildering
and often contradictory range of strategies and tactics
deployed in regulating, administering and managing
organisations, localities, nation states and international
organizations”
5. What does adaptive governance
add?
• Emphasis on dynamic temporal and spatial
change
• Surprise, shocks, cascading dynamics
• Rapidly evolving knowledge (uncertainty,
incompleteness)
• Ecological change (as well as social, political,
economic, and so on)
6. "Adaptive governance denotes models of
steering, coordination and information
sharing that are able to respond, and
sometimes even transform systems in the
face of uncertainty, change and surprise."
(Folke et al. 2005)
8. … with a ton of concepts
collective action innovation systems
international regimes
Bridging organizations innovation
trust institutions
transitions and transformations
social networks Polycentric systems
adaptation
learning coping with crises
9. But how are these
concepts related?
Time to connect the dots!
10. Intro – AM, ACM, AG?
National actors
International actors
Ecosystem
Local actors
Learning and collaboration
11. Thomas Hahn - Bridging
Organizations
• BOs link diverse actors, organizations and networks at multiple
scales (crucial role in shift from mgm. to governance)
• BOs link both formal and informal actors/networks, and can
themselves be more or less formalized
• They are important because they can facilitate knowledge sharing,
collaboration, reduce the transaction costs of collective action, and
they can enhance the “fit” between ecosystems and governance
• BOs can operate at any scale (ecosystem/watershed scale in Olsson
et al. 2007, Crona and Parker 2012, and Southern Ocean in
Osterblom and Sumaila 2011) - and they provide crucial links
between scales
12. Gunilla Reischl – Global
Environmental Governance
• Global enviro. governance has moved from relatively simple interstate
relations to a complex scene of international regimes, organizations,
institutions, and networks
• Regimes: sets of implicit or explicit principles, norms, rules, and decision-
making procedures around which actors’ expectations converge in a given
area of international relations (Krasner, 1983, p.2), e.g. ‘the climate
regime’
• Institutions: sets of rules meant to govern international behaviour
(Reischl), e.g. WTO, or the ‘liberal capitalist market’
• Organizations: international bureaucratic structures connected to norm
and rule systems, characterized by permanent headquarters, secretariat,
staff, budget (e.g. UNEP, WTO, FAO)
• Networks: voluntary collaborative relationships between states, regions,
cities, companies, and so on, usually around a particular issue area (e.g.
ICLEI - global cities network)
13. Per Olsson – Innovation and
Transformation
• How do we transform/innovate towards desirable forms of
governance? What forms of governance stimulate transformation
and innovation?
• Transformation: What are the practices of transformation?
Tensions between adaptive and transformative capacity? Move
from ‘windows of opportunity’ to dynamic ‘opportunity contexts’…
• Scaling: all transformations are context-specific – how can we ‘scale
up’ to the global and scale-down to the local? What are the politics
of this? (Who is innovating for who?)
• Agency: Individuals important, but an increasing recognition of
distributed and relational agency
14. Henrik and Andrew – Global
Adaptive Governance
• Changing information, teleconnections, complexity, global problems
– how might the concepts that we have learned so far (knowledge
sharing, bridging orgs, networks, institutions) play out on a global
level?
• Polycentricity – multiple forms, structures, useful to understand
interrelations in governance
• Supernetworks – interaction between networks and traditional
institutions?
• Technology – challenges and opportunities for governance?
• Legitimacy and efficiency – how do we balance and how might
these shift through time?
15. Common themes and tensions
• Formal-informal relationships (individuals, groups,
networks, institutions, organizations) – how to manage?
Bridging orgs?
• Centralized-decentralized governance structures – how to
balance? Polycentricity?
• Temporalities and spatialities of change – how can we be
both reactive and proactive? Adapt and transform?
Interplay between structures and agency?
• Politics, values and visions – how do we conceptualize the
relationships between evolving science, information and
knowledge, with the politics of evolving values, norms and
principles?
16. Emerging Research Areas?
• Biophysical effects of adaptive governance – what benefits/problems does
AG bring compared to other forms of governance? Is it really such a good
thing?
• Are there types of institutional reform that may nurture adaptive
governance across scales? E.g. decentralization? A global environment
organization?
• Agency, practice and AG – what capacities on an individual/group level are
required to actually do adaptive governance?
• Politics and power of AG – who determines the ‘desired state,’ what voices
are (un)heard? Do AG transformations challenge/reify existing power
imbalances?
• Relationships between ‘good governance’ (justice, equity, legitimacy) and
‘adaptive governance’ (information sharing, experimentation, networking)
– related or separate concepts?
21. Q: How do institutions in the GBR
support adaptive governance of
coral reef ecosystems?
A: Institutions matter because they
can help actors adapt to changing
circumstances. They can also help
bring actors together, and help them
solve urgent issues and promote
resilience of coral reefs.
22. Q: How do institutions in the GBR support
adaptive governance of coral reef ecosystems?
A: Institutions (here defined as... (REF YEAR) matter
because they can help actors such as xxxx adapt to
changing circumstances. These entail ecological
changes such as ...., and social changes such as....
(REF YEAR). They can also help bring actors together
as they define rules guiding xxxx. They can help them
solve urgent issues by facilitating communication,
overcome institutional fragmentation xxx, and
promote resilience of coral reefs. For example, Olsson
et al. 200x explore ....
23. Preparation
1. Skim through material
1. Look into the case studies (compare
your results with the other group, but
watch for mistakes)
1. Connect concepts (conceptual
models), think about relationships,
change, cross-scale interplay
(temporal and spatial)
Editor's Notes
Relationships between ‘good’ governance (i.e. justice, equity, participation and so on) and adaptive governance – are they separate or connected? What are the relationships between them?
The politics of transformations – social transformations are inherently political (social movements have been brought up in class – Occupy, Transition Towns, and so on) – how do we understand these?
