A summary of the excellent works of Allan, Tainter and Hoekstra on Thermodynamics, Sociology, Sustainability, Ecology and Management!
I note SlideShare doesn’t do a very good job of the PowerPoint animations which makes some of the slides more comprehendible - so suggest you download it. Also allows you to see the speakers notes on many of the slides.
Allen, T. F. H., Tainter, J. A., & Hoekstra, T. W. (1999). Supply-side sustainability. Systems Research and Behavioral Science, 16(5), 403.
Allen, T. F. H. (2003). In Hoekstra T. W., Tainter J. A. (Eds.), Supply-side sustainability. New York: Columbia University Press.
Design science, systems thinking and ontologies summary-upward a-v1.0Antony Upward
For my York University / Schulich School of Business Graduate Degree in Environmental Studies / Graduate Diploma in Business and the Environment.
This presentation describes the sources of my epistemological and hence methodological approach, and then presents an overview of my research design.
I note SlideShare doesn't do a very good job of the PowerPoint animations which makes some of the slides more comprehendable - so suggest you download it. Also allows you to see the speakers notes on many of the slides.
My methodology will be fully written up in my final thesis document.
For more details about the background on Strongly Sustainable Business Models please see http://slab.ocad.ca/SSBMs_Defining_the_Field and http://www.EdwardJames.biz/Research.
If you would like to know something more about the content of my work - the Strongly Sustainable Business Model Ontology - please contact me
Design science, systems thinking and ontologies summary-upward a-v1.0Antony Upward
For my York University / Schulich School of Business Graduate Degree in Environmental Studies / Graduate Diploma in Business and the Environment.
This presentation describes the sources of my epistemological and hence methodological approach, and then presents an overview of my research design.
I note SlideShare doesn't do a very good job of the PowerPoint animations which makes some of the slides more comprehendable - so suggest you download it. Also allows you to see the speakers notes on many of the slides.
My methodology will be fully written up in my final thesis document.
For more details about the background on Strongly Sustainable Business Models please see http://slab.ocad.ca/SSBMs_Defining_the_Field and http://www.EdwardJames.biz/Research.
If you would like to know something more about the content of my work - the Strongly Sustainable Business Model Ontology - please contact me
Science without the Generalised Theory of EvolutionRahman Khatibi
This talk introduces a Generalised Theory of Evolution as a way of challenging convictions, assumptions and common perceptions and will use contemporary issues to explain the desperate need for its application to the scientific enterprise.
Biological sciences are the source of evolutionary thinking and under the Neo-Darwinian consensus, the thinking is that:
• All species are interconnected with common architecture and common origin
• Evolution takes place at the gene level, via mutations with a machinery for heredity
• Natural selection, working on the effects of mutations, is inevitably a blind architect.
Already science without a GTE is an agent of change by challenging uncorroborated exiting knowledge of the day (often accumulated by unfounded perception-like reason). Science without a GTE is currently the norm but does something peculiar - it produces mutually exclusive end-products (or concepts) often without being challenged. Science with a Generalised Theory of Evolution (GTE) is not yet topical but is feasible, and escalating risks are making the case to seek this architect for “inclusion.”
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Flourishing Business Canvas v2 IntroductionAntony Upward
The presentation (Version 1.5f) provides a walk through of the Flourishing Business Canvas.
“Why Do I Need a Flourishing Business Model?” see this short visual story http://goo.gl/fh2gJy
Want to learn more or contact us to use the Flourishing Business Canvas see www.FlourishingBusiness.org.
As usual, recommended downloading the presentation and viewing in slideshow mode with the speakers notes handy
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Science without the Generalised Theory of EvolutionRahman Khatibi
This talk introduces a Generalised Theory of Evolution as a way of challenging convictions, assumptions and common perceptions and will use contemporary issues to explain the desperate need for its application to the scientific enterprise.
Biological sciences are the source of evolutionary thinking and under the Neo-Darwinian consensus, the thinking is that:
• All species are interconnected with common architecture and common origin
• Evolution takes place at the gene level, via mutations with a machinery for heredity
• Natural selection, working on the effects of mutations, is inevitably a blind architect.
Already science without a GTE is an agent of change by challenging uncorroborated exiting knowledge of the day (often accumulated by unfounded perception-like reason). Science without a GTE is currently the norm but does something peculiar - it produces mutually exclusive end-products (or concepts) often without being challenged. Science with a Generalised Theory of Evolution (GTE) is not yet topical but is feasible, and escalating risks are making the case to seek this architect for “inclusion.”
The Bronfenbrenner Theory Essay
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Ecology And Architecture Case Study
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Essay about Deep Ecology
Ecological Restoration Essay
Essay on Ecology
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Flourishing Business Canvas v2 IntroductionAntony Upward
The presentation (Version 1.5f) provides a walk through of the Flourishing Business Canvas.
“Why Do I Need a Flourishing Business Model?” see this short visual story http://goo.gl/fh2gJy
Want to learn more or contact us to use the Flourishing Business Canvas see www.FlourishingBusiness.org.
As usual, recommended downloading the presentation and viewing in slideshow mode with the speakers notes handy
A presentation made in February 2016 to a range of groups interested in an update on the Flourishing Business Innovation Toolkit project.
The presentation provides a personal and detailed view of the history of the project and the our Toolkit - including current status of all elements of the project.
A recording of a Q&A with Antony Upward about this presentation is available to members of the Strongly Sustainable Business Model Group - linked from here: http://wiki.ssbmg.com/meeting/2016-02-09
For details of the process we're using to design our business please see our wiki: http://wiki.ssbmg.com/FBT-project/business-model
As usual, recommended downloading the presentation and viewing in slideshow mode with the speakers notes handy
Caring for the Future: Systemic Design of Flourishing Enterprise - RDS3 - Jon...Antony Upward
A conference paper that introduces the Strongly Sustainable Business Model Canvas that is conceptually "powered by" the Strongly Sustainable Business Model Ontology. This practitioner visual design tool supports the description of past, current, or future business models that may create outcomes anywhere on a continuum of profit-prioritizing to strongly sustainable. Strongly sustainable outcomes, a term originated by Ecological Economists, are those that "sustain the possibility that human and other life will flourish on this planet forever" (Ehrenfeld).
Presented at "The Third Symposium of Relating Systems Thinking and Design (RSD3)" October 15-17 2014, Oslo, Norway.
Slides and other materials from conference presentation: http://systemic-design.net/rsd3-proceedings/business-enterprise-design/
This article summarizes significant elements of my graduate thesis - see https://yorku.academia.edu/AntonyUpward/Thesis.
Subsequently the Strongly Sustainable Business Model Canvas has been further refined to become the Flourishing Business Canvas (see www.FlourishingBusiness.org for the most recent practice and developments).
Cite as: Jones, P. H., & Upward, A. (2014). Caring for the future: The systemic design of flourishing enterprises. Proceedings of the Third Symposium of Relating Systems Thinking and Design (RSD3), Oslo, Norway. 1-8.
An Ontology for Strongly Sustainable Business Models - O&E - Upward & Jones (...Antony Upward
A peer reviewed article about strongly sustainable business models published special Issue of the peer reviewed journal Organization and Environment on Business Models for Sustainability: Entrepreneurship, Innovation, and Transformation.
This article summarizes significant elements of my graduate thesis - see https://yorku.academia.edu/AntonyUpward/Thesis.
Since this research was completed, the practitioner visual design tool (the Strongly Sustainable Business Model Canvas) that is conceptually "powered by" the the Strongly Sustainable Business Model Ontology, has been further refined to become the Flourishing Business Canvas - see www.FlourishingBusiness.org for the most recent practice and developments.
Published as: Upward, A., & Jones, P. H. (2015). An ontology for strongly sustainable business models: Defining an enterprise framework compatible with natural and social science. Organization & Environment, Special Issue: Business Models for Sustainability: Entrepreneurship, Innovation, and Transformation (On-Line First), 1-27. doi:10.1177/1086026615592933
A 16 minute video of this talk is available on the Strongly Sustainable Business Model Group's youTube Channel: http://youTube.com/ssBusinessModelTV at
http://youtu.be/INRDUHOVGSA
In these slides Antony Upward, Sustainability Business Architect, introduces the ideas of sustainability and design and then discusses how design is the critical processes for created better, strongly sustainable, businesses.
As usual, recommended downloading the presentation and viewing in slideshow mode with the speakers notes handy
If you'd like to stay in touch with our work on Strongly Sustainable Business Models then please
- Watch our ~3 minute introduction - http://about.SSBMG.com
- Watch our other videos - http://youTube.com/ssBusinessModelTV
- Like our facebook page - https://www.facebook.com/StronglySustainableBusinessModels
- Join the linkedin group: http://forum.SSBMG.com
- Give us your ideas via our survey (http://survey.SSBMG.com) or just sign-up for email updates (http://signup.SSBMG.com)
- Visit our website: http://www.SSBMG.com
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A 15 minute video of this talk is available on the Strongly Sustainable Business Model Group's youTube Channel: http://youTube.com/ssBusinessModelTV at http://youtu.be/vfG_RclyaWA.
In these slides Antony Upward, Sustainability Business Architect, introduces sustainability, weak sustainability and strong sustainability and then discussed how this relates to creating better businesses.
As usual, recommended downloading the presentation and viewing in slideshow mode with the speakers notes handy
If you'd like to stay in touch with our work on Strongly Sustainable Business Models then please
- Watch our ~3 minute introduction - http://about.SSBMG.com
- Watch our other videos - http://youTube.com/ssBusinessModelTV
- Like our facebook page - https://www.facebook.com/StronglySustainableBusinessModels
- Join the linkedin group: http://forum.SSBMG.com
- Give us your ideas via our survey (http://survey.SSBMG.com) or just sign-up for email updates (http://signup.SSBMG.com)
- Visit our website: http://www.SSBMG.com
A 30 minute video of this talk is available on the Strongly Sustainable Business Model Group's youTube Channel: http://youTube.com/ssBusinessModelTV http://www.youtube.com/watch?v=ApOkQhbvJSc.
In these slides Antony Upward, Sustainability Business Architect introduces the new better Strongly Sustainable Business Model Canvas and introduces the 14 questions it asks to help design better businesses.
As usual, recommended downloading the presentation and viewing in slideshow mode with the speakers notes handy
If you'd like to stay in touch with our work on Strongly Sustainable Business Models then please
- Watch our ~3 minute introduction - http://about.SSBMG.com
- Watch our other videos - http://youTube.com/ssBusinessModelTV
- Like our facebook page - https://www.facebook.com/StronglySustainableBusinessModels
- Join the linkedin group: http://forum.SSBMG.com
- Give us your ideas via our survey (http://survey.SSBMG.com) or just sign-up for email updates (http://signup.SSBMG.com)
- Visit our website: http://www.SSBMG.com
Tiffinday - An Example of Using a Better Tools to Design a Better BusinessAntony Upward
This was the presentation made by Antony Upward and Seema Pabari (CEO / Founder of Tiffinday) at a SocialSpark event at the University of Toronto on Dec 5, 2013. (http://www.thesocialspark.org/spark/about-us/our-programs/speaker-series/do-we-need-better-tools-to-design-better-businesses/)
During Seema's presentation Antony live documented Tiffinday's business model using the better, strongly sustainable business model canvas. A slide showing Tiffinday's complete business model is included.
As usual, recommended downloading the presentation and viewing in slideshow mode with the speakers notes handy
If you'd like to stay in touch with our work on Strongly Sustainable Business Models then please
- Watch our ~3 minute introduction - http://about.SSBMG.com
- Watch our other videos - http://youTube.com/ssBusinessModelTV
- Like our facebook page - https://www.facebook.com/StronglySustainableBusinessModels
- Join the linkedin group: http://forum.SSBMG.com
- Give us your ideas via our survey (http://survey.SSBMG.com) or just sign-up for email updates (http://signup.SSBMG.com)
- Visit our website: http://www.SSBMG.com
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A 30 minute video of this talk is available on the Strongly Sustainable Business Model Group's youTube Channel: http://youTube.com/ssBusinessModelTV http://youtu.be/cny6ZD4P6Bg.
In these slides Antony Upward, Sustainability Business Architect, tells two stories about Strongly Sustainable Business Models - explaining why they are better models for better business, and sharing the quest to find better tools to design these better business models.
This was a presentation delivered at the TiE Institute's Social Entrepreneurship Program - in the session entitled "Business Model Canvas and Customer Development" (http://www.tieinstitute.org/tie-institute/eventsdetails-TiESep2013BusinessModelCanvasandCustomerDevelopment).
The other speakers on that night (Prof. Dave Valliere, Director, Entrepreneurship Research Institute, Ted Rogers School of Management (Ryerson University), and Seema Pabari from Tiffinday) can be viewed on the TiE Institute's channel (http://www.youtube.com/user/TiEInstituteTO/videos?shelf_id=4&view=0&sort=dd).
If you'd like to stay in touch with our work on Strongly Sustainable Business Models then please
- Watch our ~3 minute introduction - http://about.SSBMG.com
- Like our facebook page - https://www.facebook.com/StronglySustainableBusinessModels
- Join the linkedin group: http://forum.SSBMG.com.
- Give us your ideas via our survey (http://survey.SSBMG.com) or just sign-up for email updates (http://signup.SSBMG.com)
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For a brief intro see http://easyurl.net/About_SSBMC_in_3_mins_Prezi; for more see http://www.SSBMG.com.
Full text will be available at http://hdl.handle.net/10315/20777 after ~Aug 30, 2013.
Part of my Masters of Environmental Studies in Business Model Design and Sustainability + Graduate Diploma in Business and the Environment at York University's Faculty of Environmental Studies and Schulich School of Business.
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As usual, recommended downloading the presentation and viewing in slideshow mode with the speakers notes handy
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Slideshare appears to mess up some slides; also lots of speakers notes and builds (which aid comprehension) are only available by downloading.
An unedited recording of this presentation is available upon request.
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For my York University / Schulich School of Business Graduate Degree in Environmental Studies / Graduate Diploma in Business and the Environment.
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For my York University / Schulich School of Business Graduate Degree in Environmental Studies / Graduate Diploma in Business and the Environment.
I note SlideShare doesn't do a very good job of the PowerPoint animations which makes some of the slides more comprehensible - so suggest you download it. Also allows you to see the speakers notes on many of the slides as well as an embedded excel sheet with lots more details of each of the possible alternatives to GDP.
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Supply side sustainability summary-upward a-v1.02
1. Supply Side Sustainability
An Overview of the works of Allen, Tainter and
Hoekstra*
Nov 21, 2011
Antony Upward
* see Bibliography for full citation
1
ES / ENVS4523 Systems Thinking Discussion Group, Antony Upward #211135423
2. What’s New Here?
• A first attempt to provide a complete descriptive, explanatory and (to
some extent) predictive framework for society which is premised our
understanding of the natural sciences based on systems and
complexity thinking
– i.e. it’s a forward looking “systems age” view not a backward looking
“machine age” view‡
– Compare this to much social science in which ideas that may be
incongruent or incompatible with the natural sciences are proposed all the
time*
• Attempt to promote the view that
– Applied Ecologists are Managers
– (Compare to applied Physicists / Chemists / Biologists are Engineers)
• I find this attempt at “completeness” intellectually very seductive
* Perhaps this is simply due to lack of knowledge where propositions of social sciences are never tested against natural science laws:
this position is advanced in Barkow, J. H. (2006). Introduction. In J. H. Barkow (Ed.), Missing the revolution: Darwinism for social
scientists (pp. 3-59). New York: Oxford University Press.
‡ See lecture by noted systems thinker Russell Ackoff which explains these terms:
http://www.organizationaldynamics.upenn.edu/ackoffvideos view “Navy-tape-01.mp4”
ES / ENVS4523 Systems Thinking Discussion Group, Antony Upward #211135423
2
3. A Fundamentally Inter-disciplinary
Perspective
• Multi-disciplinary team of authors have been working
together for an extended period
• Knowledge / experience covers the following disciplines:
– Biologist
– Ecologist
– Sociologist / Historian
• Result:
– Authors consistently attempt to recognize and overcome the
constraints / boundaries / biases of their disciplinary
backgrounds
– Sociological explanations and theorizing is compatible with
known laws of natural science
ES / ENVS4523 Systems Thinking Discussion Group, Antony Upward #211135423
3
4. Summary of their Theory
• A systems based theory for all the biophysical
and social phenomena we might observe
– Its big!
The bio-physical and the social independently and
together are far-from-equilibrium complex
systems driven by generative processes based
on available energy and constrained by
numerous evaluative processes
… lets unpack this…
ES / ENVS4523 Systems Thinking Discussion Group, Antony Upward #211135423
4
5. Theory Detail
The earth is a semi-open system…
1. To which…the Laws of Thermo-dynamics apply
2. Hence…energy gradients exist between the earth and space
3. These drive the generative processes from which emerge energy
dissipative structures and organizations of increasing levels of
complicatedness and complexity…
4. Which are subject to evaluative processes that determine the fitness of
those structures and organizations within their containing environment…
5. That with sufficient energy the systems† these processes create, lead, over
time, in all environments*, to the elaboration of structure and organization
6. Hence all bio-physical and socially constructed states and behaviours that
we can choose to observe, at any level of discreteness and scale, emerge
from this system of processes
† i.e. these are SOHO systems, after Kay. J. 2000. "Ecosystems as Self-organizing Holarchic Open Systems (SOHOs): Narratives and
the Second Law of Thermodynamics" in Sven Erik Jorgensen, Felix Muller (eds), Handbook of Ecosystems Theories and
Management, CRC Press - Lewis Publishers. pp 135–160
* As in the FES definition of this term – environment as context for everything and anything: Morley, D. (1997, 2010). Thinking,
Learning and Acting Environmentally. Unpublished manuscript presented by the author in ES/ENVS5100 in Fall 2010.
ES / ENVS4523 Systems Thinking Discussion Group, Antony Upward #211135423
5
6. Examples
1. Society (including culture) is an 3. Together the dualist view of
inevitable emergent property of the thermodynamics and evolution
biophysical given sufficient energy is gives an explanatory framework for
available human “development”
– i.e The emergence of culture is just
the continuation of evolution
– e.g. Bio-physical distribution of plants
and animals suitable for
domestication affected patterns of
global social development† (i.e. increase
effectiveness of
energy capture)
2. But its not a one way street: society
impacts on the bio-physical (i.e. increase efficiency
of energy capture)
– e.g. Changes in bacteria as we use
antibiotics
– e.g. Changes in climate as we use
stored solar energy (fossil fuels)
† See these works evidence to support this claim: Diamond, J. M.
(1999). Guns, germs, and steel: the fates of human societies. New
York: W.W. Norton & Co. and Diamond, J. M. (2005). Collapse:
how societies choose to fail or succeed. New York: Penguin.
ES / ENVS4523 Systems Thinking Discussion Group, Antony Upward #211135423
6
7. Provides context for human choices and
behaviours which might lead to sustainability
• Humans, as an integral part of all eco-systems, are intimately and
increasingly involved in both the generative and evaluative processes from
which eco-system states and behaviours emerge
– Our “purposeful” nature means our behaviour impacts both:
• The initial conditions of the generative process and
• The outcomes the evaluative process
– As our social structures and organizations have become more elaborate the
scale of our impact grows
• The scale of the machine age’s use of stored solar energy is the driver for the material
change in our impact
• Therefore…how we implicitly or explicitly prioritize and choose to solve
problems (aka “management”) makes a difference
• BTW: it always has!
– Our chosen purposes (aka “management objectives”) are driven by our individual
and collective values
• Result: We are the first generation of human managers to both sufficiently
understand our context and to have the systems based scientific, social and
historical knowledge to attempt to be proactively sustainable through our
ability to:
– Systemic problem solving
– Predict the (previously unforeseen) consequences of our solutions
– Monitor the impact on eco-systems of the actions we take
ES / ENVS4523 Systems Thinking Discussion Group, Antony Upward #211135423
7
8. Only 5 Problem Solving Approaches
are Available to Managers
1. Accept and pay costs
2. Shift or defer costs
3. Find subsidies to pay costs
4. Reconnect costs and benefits
5. Don’t solve the problem
* From Tainter’s 2010 presentation at International Conference on Sustainability (see ~minute 7 of http://www.youtube.com/watch?
v=NhTKirUZiWQ) based on his 1998 book Tainter, J. A. (1988). The collapse of complex societies. Cambridge, United Kingdom,
Cambridge University Press.
ES / ENVS4523 Systems Thinking Discussion Group, Antony Upward #211135423
8
9. Implications…for Achieving Sustainability…
It is Very “Simple”!
• When members of a society believe social costs exceed benefits, societies
collapse
– Management that leads only to increased structure / complication will create this
condition…
– But “inventing complicated solutions is easy, inventing simplicity is hard” (p359)
• Therefore to sustain a society and avoid collapse requires ability to
– Recognize in our value systems the short and long term implications of the laws
of thermodynamics* and the importance of eco-systems
– Understand the eco-systems† upon whose outputs society depends
– Problem-solve with the primary objective of eco-systems productivity
• Context provided by the authors leave only three “simple” avenues (and
combinations) available for management action (p391):
1. Simplify to level commensurate with available energy
2. Find more energy to subsidize increasing elaboration
3. Use energy supplies as efficiently and effectively as possible
* Allen, Tainter and Hoekstra’s work tends to focus on the “in the moment” impact of these laws; for a treatment of the longer term
impacts see this 1975 paper by Ecological Economist Nicolas Georgescu-Roegen: Energy and Economic Myths. Southern Economic
Journal, 41(3), pp. 347-381.
† Ecosystems include by definition a “systems age” approach requiring analysis and synthesis in observation, prediction and problem
solving and the inclusion of the bio-physical, including humans and hence human society, within the problem space
ES / ENVS4523 Systems Thinking Discussion Group, Antony Upward #211135423
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10. Recommendations for Managers to
Increase Likelihood of Sustainability
Within three avenues for action always choose to:
1. Manage for productive systems rather than for their
outputs
2. Manage systems by managing their contexts
3. Identify what dysfunctional systems lack and supply
only that
4. Deploy ecological processes to subsidize management
efforts rather than conversely
5. Understand the problem of diminishing returns to
problem solving
ES / ENVS4523 Systems Thinking Discussion Group, Antony Upward #211135423
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11. Sustainability as Reflexive* Process
(aka as a Continuously Unfolding Series of Paradoxes)
1. Sustainability is :
• An active condition requiring choice, not a passive consequence of doing less (p12)
• “The interplay between a continuously evolving state of nature and a continuously changing state of
mind”, not “a (static) ecological condition” (p23, P381 – see notes)
• Only assessable historically (p199)
2. The definition of sustainability must come from the values of the observer, it can’t come from
the “material world”; sustainability is not a “natural law” (p167)
• “The things we want to sustain have only the values we assign to them, which are (hence) transient,
variable and mutable” (p25)
• “What we might choose to attempt to sustain are (thermodynamically) unlikely configuration’ (i.e. far
from equilibrium states) and hence there will always be a cost of critical inputs that hold the systems
dynamically away from the (thermodynamically) dead state” (p335) Only we can judge whether the
cost of those inputs is warranted.
3. Any definition of sustainability needs to answer “of what, for whom, for how long and at what
cost” (p26)
• Sustainability is the process which “maintains or fosters the system contexts that produce the goods,
services and amenities that people need or value at an acceptable cost” (p26)
4. “Unsustainable practices can sometimes improve people’s well-being. (see notes for
example)”
• “This is part of the dilemma of sustainability. Intelligent and well-meaning people can review
indicators of sustainable and reach quite opposite conclusions about our future. Moreover, they
could all be correct.” (p81)
* Loosely based on ideas from Beck, U., Bonss, W., & Lau, C. (2003). The Theory of Reflexive Modernization. Theory, Culture &
Society, 20(2), 1-33. doi:10.1177/0263276403020002001
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12. Sustainability as Reflexive* Process
(aka as a Continuously Unfolding Series of Paradoxes)
5. “Our urgent need is to produce knowledge (of what constitutes sustainability) more rapidly
than the growth of unsustainable complexity” (p161)
6. “To be sustainable is clearly a delicate business. Furthermore, although none of the
elements of sustainability (monitoring, predicting and problem solving) can be left out, even
undertaking them all does not guarantee success” (p161)
7. “While social justice is part of sustainability, and that democratic systems appear to be the
best way of achieving that, it is irresponsible to allow populist demands to destroy the means
of production (i.e. the eco-systems within the biosphere)” (p413)
• Cost of additional complexity in solutions (e.g. as a result of increased public participation required
by democratic processes) may not lead to solutions which are better enough to justify the
incremental costs (p162)
5. Definition of sustainability of a community depends of discreteness of observation (p275-276)
• If community is between organism and landscape then “the difficulty (in defining the community) is in
the deep intangibility of community structure and the richness of the dynamics associated with that
structure”
• If community is between population and biome then the difficulty in defining the community is in
resolving the tension between the environmentally deterministic biome and the bio-feedback
processes which define population
* Loosely based on ideas from Beck, U., Bonss, W., & Lau, C. (2003). The Theory of Reflexive Modernization. Theory, Culture &
Society, 20(2), 1-33. doi:10.1177/0263276403020002001
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13. Bibliography
• Allen, T. F. H., Tainter, J. A., & Hoekstra,
T. W. (1999). Supply-side sustainability.
Systems Research and Behavioral
Science, 16(5), 403.
• Allen, T. F. H. (2003). In Hoekstra T. W.,
Tainter J. A. (Eds.), Supply-side
sustainability. New York: Columbia
University Press.
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14. Implications for Observation, Hence for
Prediction and Problem Solving
It is critical to understand the impact of observers choice of:
• Type of discreetness of observation
– aka determining significance of foreground vs. background (p168)
– Compare:
• Organism, Landscape, Population, Biome: all exist in the bio-physcial world at multiple
scales as defined by the observer
• Community: exists the bio-physical world at intersections of organism, landscape,
population and biome selected by the observer (p278)
• Biosphere: only exists in the bio-physical world at one scale
• Eco-system: Intangible, “bounded by the spatiotemporal extent of the cyclical pathways
of materials that flow around them” (p323) and hence can only be represented as
models
• Scale of observation
– Scope / extent – upside
– Fineness of distinction / grain – downside
• Example:
– As humans some types of discreteness and scales of observation are easier for
us comprehend – e.g. landscape at the scale we can walk through
• This reality will bias what we come to know, how we come to know it, and hence our
ability to predict and problem solve
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Editor's Notes
Interestingly reviews were critical… either: This set of ideas isn’t new Reviewers disciplinary silo’d perspective “prevented” them from seeing it Authors do a bad job of explaining their ideas Reviews of the 2003 book (see bibliography) derived from the paper: Review 1 – Wali, K.M. (2004), Book Reviews, Landscape Ecology 19, pp705-707 Review 2 - Czech, B. (2004), Book Reviews, Ecology 85 (4), pp1168-1169 If this set of ideas isn’t new… who else is talking about them? Where is the academic conversation. P393 for Analogy that applied ecologists are managers, just as engineers are the
The Laws of Thermo-dynamics apply to the semi-open system of planet earth leads to the… Mostly open as far as energy is concerned; mostly closed as far as matter is concerned Creation energy gradients… At all scales In all ecosystems From all possible observer perspectives That drive the generative processes from which emerge energy dissipative structures and organizations of increasing levels of complicatedness and complexity… Generative process: Driven by steepness of the slope (steeper the slope the more energy available to create more complicated and/or complex emergent far from equilibrium structures and organizations to dissipate the available energy) Bounded by initial conditions and laws of physics, chemistry, biology, sociology (!) i.e. possible set of energy dissipative structures not infinite i.e. emergent structures and organizations are path dependent (you can never rewind the clock) Energy in social systems can be “represented” by socially constructed systems of power, money, etc. Which are subject to evaluative processes that determine the fitness of those structures and organizations within their containing environment… Physical evaluated based on… interplay of laws of physics over time (we typically call these “events”) Chemical evaluated based on…interplay of laws of chemistry over time (we typically call these “chemical reactions”) Biological evaluated based on… fit to ecological niche (we typically call this “evolution” – “survival of the fittest”) Social evaluated based on… “costs” vs. “benefits” to societies members That the systems† these processes create lead, over time, in all environments*, to the elaboration of: Structure i.e. increased complicatedness until no available energy Organization i.e. increased complexity creating “higher levels” based on increased net energy dissipation New organization can also elaborate over time… and invites an observer to refocus on the higher levels Structures at lower levels can also continue to elaborate… but are now subject to the constraints imposed by the higher level organization And hence the behaviours we can choose to observe, at any level of discreteness, emerge from this system of processes operating at all levels of scale in all domains of bio-physical and socially constructed “reality”
Note: Human behaviour has always had an impact on the eco-systems in which we lived (as does the behaviour of all organisms). Example of human impact at the bio-sphere scale is given by Allen, et. al. as follows: there is a detectable level of lead in arctic ice created by Romans extensive smelting of lead for pipes, flashing, paint etc.. Since our behaviour makes a difference whether we like it or note, given path dependency it is foolish to think some how we can choose to “let nature run its course” and that this will lead to sustainability; The very fact we are purposeful makes this impossible – our choices do make a difference – the only question is whether we will make choices which increase or decreate the likely level of sustainability and whether we have the knowledge to know the difference. Since the choices we make depend on our purposes (which in turn are based on our values) our only choice to survive (and hopefully flourish) is to choose values* that are aligned with the systemic context of our eco-system (the biosphere) and to design our future based on this knowledge. I believe the following values based definition of sustainability would be a good starting point for such sustainable world view value system: “ Sustainability is the possibility that humans and other life will flourish on this planet forever” Ehrenfeld, J. (2008). Sustainability by design: a subversive strategy for transforming our consumer culture . New Haven: Yale University Press.
There reason there are only three avenues for action: The context the authors provide is at the biosphere system level; this states the primary constraint on the sustainability level of elaboration is based on the laws of thermodynamics – e.g. energy available to do work This has the dramatic side effect of significantly simplifying the number of choices managers have to make – hence simplifying sustainability down to these “simple” choices (which are of course not exclusive) Is this also a major contribution of Allen, Tainter and Hoekstra’s work? Only three avenues for action (and combinations) 1. aka The ecological economics “de-growth” idea; the “back to the land” movement; Historical example: Byzantine and its decision to distribute the army by giving soldiers land in return for their sons service in the army they by maximizing using of existing solar energy 2. aka The ecological modernists who expect technology to be able to continuously and forever supply ever more energy to support higher and higher levels of complicatedness and complexity; Historical example: Europe’s discovery and use of fossil fuels at the start of the industrial revolution 3. this middle way? i.e. Ensure the design of all structures and organizations is based on the minimum number of transactions to solve problem at hence from the inbound solar energy (p163/4); No historical precident for this approach
Manage for productive systems rather than for their outputs Fish over time not fish now Maximum life-time revenue from a customer not maximum revenue now Manage systems by managing their contexts Limit the energy required for management by limiting interventions within existing systems; rather focus efforts on identifying the context of a system (its constraints) and then manage those constraints. This has the dramatic side effect of significantly simplifying the number of choices managers have to make – since any system will have a finite number of constraints which are all knowable (compare this to the ability for us to understand how systems outcomes emerge, which is required for us to intervene within systems with any level of certainty of outcome) Identify what dysfunctional systems lack and supply only that Building on point 2 Deploy ecological processes to subsidize management efforts rather than conversely The most wide-spread conversion of solar energy into work is the bio-physical world Any technology humans might invent will never cost effectively compete Hence for sustainable societies we need to leverage ecological processes rather than control them E.g. its easier to use bio-diversity of rice plants (leverage of existing ecological process) to control pests rather than using pesticides (control) Understand the problem of diminishing returns to problem solving Think very carefully before choosing to increase structure (and hence complication and hence cost); You can’t go back!
One of the other fascinating things about these author’s approach to sustainability is their choice to define sustainability reflexively, as a series of paradoxes; I’m finding this approach very helpful in my own thinking. 1. “Human sustainability does not refer to an absolute condition of the biophysical world. Challenges to sustainability emerge from changing human values, dynamic environments, and the interaction between them. Sustainability is, and will always be, a moving target. Sustainability is in part a matter of continually adjusting to changing circumstances, which we do through our problem solving institutions”… “thus a primary characteristic of a sustainable society is that it will have sustainable institutions of problem solving” (p381) 2. The realist position on sustainability is not explicit enough because they claim the need to consider all “infinity of details in reality” in policy and management. This appears to support a pragmatic philosophical stance which would be “explicit and flexible” providing an “explicit definition and purpose” but “flexible / deliberate in choice of execution”. (p167-8) 4. “What if renaissance Britons had practiced sustainable forestry and so didn’t need to use coal, perfect the steam engine, or build canals and railways?” … ‘Without the early need to develop systems to (extract), distribute and use coal, how would the pattern of industrialism have differed in time, place or form? Perhaps (late 19 th century) Western Europe would have been like pre-Revolutionary Russia, a land of wood-dependent, under-producing peasants (with plenty of time spent not fulfilling basic needs, but with a lower level of ‘development’).” … “Scarcity (e.g. of energy due to exhaustion of forests) spurs innovation (e.g. of coal extraction, transport, use) … and hence to what we commonly call progress. Conversely, to use live sustainably and preclude the inventive to innovate may be to forego potentially desirable futures. Surely few Western European’s today would prefer that their ancestors had practices sustainable forestry if that would mean that their economic (social, health) status would be no higher than that of the average Russian.” (p81) See choices for managers on slide 8 “Only three avenues for action” for examples of perspectives
5. “European history is enigmatic. Europe developed political and economic systems that are the envy of the world but whose sustainability has been questioned. At the same time it gave us systems of problem solving that allow us to become the first people in history to comprehend what makes a society sustainable. Our urgent need is to produce that knowledge more rapidly than the growth of unsustainable complexity” (p161) “ Lack of sustainable problem solving abilities may be the mother of all problems” (p162)* * See Homer-Dixon, T. F. (2001). The ingenuity gap : can we solve the problems of the future? . Toronto: Vintage Canada.