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- 1. Webinar Series MultilevelGovernance “There will always remain blind spots...” Learning to act under uncertainty Yale # 5
- 2. Yale 211 Your Webinarin 2013
- 3. 211 What wehave covered Yale November 2012 Professor Environmental Governance & Political Science, Yale University Prof. Ben Cashore
- 4. 211 What wehave covered Yale December 2012 Dr. Chris Elliott Member Advisory Board GEM Initiative, Yale University Executive Director – Climate and Land Use Alliance
- 5. February 2013 Alexander Buck ExecutiveDirector International Union of Forest Research Organizations (IUFRO) Member Advisory Board GEM Initiative, Yale University 211 What we have covered Yale
- 6. April 2013 Dr. PatrickVerkooijen Special Representative for Climate Change Office of the Vice President, SDN The World Bank Member Advisory Board GEM Initiative, Yale University 211 What we have covered Yale
- 7. The big topicsin Wind Energy211 Blind-spotting / Uncertainty in Decision-Making Yale - Relevant knowledge for decisions - Not taken into account in practical management - Sources of blind spots - How to act with uncertainty - Social Learning and organisational approaches
- 8. Your scholars today: DR.JAN SCHWAAB Chief Knowledge Manager Global Knowledge Cooperation / Alumni Coordination, GIZ Knowledge Manager 2005 Award GEM Advisory Board, Yale University Yale
- 9. Your scholars today: DANIELAGÖHLER GIZ, Advisor in the Federal Ministry for the Environment, Nature Conservation and Nuclear Safety (BMU) GEM Member, Yale University Yale
- 10. − Our actionsare guided by sustainability − We manage change (advisory and practical services, wide range of sectors, 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 billion euros in 2011 − We work innovatively (learning organisation, knowledge sharing, mobilize networks) 211 About GIZ Yale
- 11. − The webinar– again – highlighted that sustainable low-carbon societies (/economies) require “multi sectoral”, “multi stakeholder” “integrated”, “multi dimensional” approaches 0 − Each webinar showed a specific approach, but each time new questions emerged (as usual0) – most of them raised by the critical online community/participants − Technical perspectives alone rarely suffice – strong institutional, methodological and human capacities are indispensable − Throughout the webinar series we have learned that relevant solutions are to be found “in-between” different perspectives, approaches, disciplines, institutions00. 212 Yale Some observations
- 12. Apparently, we have some“blind spots”2 212 Yale Some observations
- 14. But how toaddress the super-wicked problems? How do we avoid mis-management? Solving deforestation through multilevel learning
- 15. But how toaddress the super-wicked problems? How do we avoid mis-management? What can we learn from practice? Solving deforestation through multilevel learning Improving land use manageme nt through learning from evaluations But do we ask the relevant questions? What about the unintended positive and negatve impacts?
- 16. But how toaddress 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 and negatve impacts? What do we need to know for policy learning? Solving deforestation through multilevel learning Improving land use manageme nt through learning from evaluations Learning in Forest Governance… through linking forest research institutions
- 17. But how toaddress 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? Solving deforestation through multilevel learning Improving land use manageme nt through learning from evaluations Learning in Forest Governance… through linking forest research institutions Ending Poverty and Building Shared Prosperity by Tackling Climate Change But do we ask the relevant questions? What about the unintended positive and negatve impacts? What do we need to know for policy learning?
- 18. But how toaddress 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? Solving deforestation through multilevel learning Improving land use manageme nt through learning from evaluations Learning in Forest Governance… through linking forest research institutions Ending Poverty and Building Shared Prosperity by Tackling Climate Change But do we ask the relevant questions? What about the unintended positive and negatve impacts? What do we need to know for policy learning? How do we cope with blind spots?
- 19. Solving deforestation through multilevel learning Improving land use manageme nt through learning from evaluations Learningin Forest Governance… through linking forest research institutions Ending Poverty and Building Shared Prosperity by Tackling Climate Change Another issue with another approach Another issue with another approach
- 20. 213 A viciouscycle Yale The curious case of legality verification No REDD+ without FLEG „deforestation free“ products? System complexity Uncertainty „Archaic“ decision patterns Acceleration Inter-dependency
- 21. 213 Blind spottingby2 Yale System complexity Uncertainty „Archaic“ decision patterns Acceleration Inter-dependency ... policy learning ... network-based innovation processes ... robust leadership skills ... institutional intersection Focus on...
- 22. Focus on policylearning − 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 as part of low carbon pathways − Example: the curious case of legality verification, triple win of climate smart agriculture − Policy learning can reduce the number of blind spots if inter-dependencies are successfully addressed 214 Yale
- 23. − Challenge: sectoralset-up of institutions does not respond to cross-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 spots if robust leadership copes with acceleration 215 Focus on institutional intersection Yale
- 24. − 3 Competenceclusters (cooperative transformational, innovative action) − Management principles based on peer- learning, reflection (theory “U”), rapid proto- typing, process orientation and openness − Elliot: evaluate your own work using your networks − Robust Leadership skills enable rapid coping with blind spots 216 Focus on robust leadership skills Yale
- 25. − Buck: fromknowledge transfer model to network model of knowledge 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 the dots” (e.g. link networks through advisory board) − Networks can reduce size of blind spots 217 Focus on network-based innovation processes Yale
- 26. 218 Managing theunmanageable? Yale