olsson inntransf master 2014
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1
Innova&on and Transforma&on for People and the Planet
Per Olsson Stockholm Resilience Centre
A PARTNER WITH
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There is a recogni&on for the need of major change in how humans interact with the biophysical system (Folke et al. 2011) But, there is the general lack of understanding about how to transform social-‐ecological systems that are locked into unsustainable development pathways to improved trajectories that enhance the capacity of ecosystems to generate services and increase human wellbeing.
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“…some now consider it easier to accept future temperature increases of up to 4 [degrees] C or more within this century (along with other environmental and social changes) than to pursue transforma&ve strategies to avoid such changes.”
O’Brian (2011)
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Ecosystem Stewardship: Sustainability Strategies for a Rapidly Changing Planet
Integrates three broadly overlapping sustainability approaches:
• reducing vulnerability to expected changes • fostering resilience to sustain desirable
condi&ons in the face of perturba&ons and uncertainty
• transforming from undesirable trajectories when opportuni&es emerge
Chapin et al. 2010
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1. An energy revolu&on – Facilita&ng a global energy transforma&on (>80 % reduc&on in CO2 emissions by 2050)
2. Future food -‐ a food system transforma&on to achieve +70% produc&on by 2050 through Sustainable Intensifica&on
3. An urban planet -‐ Achieving sustainable urban living
4. The rising billion -‐ Adap&ng to the popula&on transi&on and preparing for a world of 9 billion people
5. Protect, restore & sustain -‐ A biodiversity Management Transforma&on
6. Strengthen global governance -‐ A private and public Governance transforma&on
Six urgent transforma&on areas
Photo: Ma`as Klum
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Text Text
A safe and just space for humanity
Source: Oxfam
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Text Text
A safe and just space for humanity
World Social Science Report 2013
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Outline
1. Transforma&on (before lunch) – Exercise
2. Innova&on (acer lunch) – Exercise
3. Agency
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1 Transforma&on
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Transforming bureaucracies
Ins&tu&onalising par&cipatory approaches and processes for natural resource management
Addressing transforma&ons
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Con&
nuity
Cross-‐scale interac&ons
Holling et al.
Change
Giddens
Macro
Meso
Micro
Rotmans et al.
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Social institutions Scale
Structures of legitimation (norms and procedures)
Structures of domination (power )
Structures of domination ( resources)
Structures of signification (values and beliefs)
Macro Societies/cultures
Legal Ins&tu&ons
Poli&cal Ins&tu&ons
Economic Ins&tu&ons
Cultural Ins&tu&ons (media, schools, churches, etc.)
Meso Organizations, networks, communities, associations
Rules, procedures, norms that govern our interac&ons (formal or informal) around work and social interac&on
Hierarchies, distribu&on of authority. Rules that govern our interac&ons around power
Markets, transac&ons, distribu&on of resources. Rules that govern distribu&on, access, and use.
Values, beliefs, popular culture. Rules that allow us to interpret and reproduce the meanings of day to day invent
Micro (interac&ons/conversa&ons)
What are the rules that govern our exchanges
Who controls the topic, the mood?
Who gets more &me/whose ideas are privileged?
What values and beliefs inform the interac&on
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Transitions in Socio-Technological Systems
(Rotmans et al. 2001, Loorbach and Rotmans 2010, Geels and Shot 2007)
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Macro/Landscapes -‐ geographical posi&on of the land, climate, available resources, poli&cal constella&ons, economic cycles, and broad societal trends Meso/Regimes -‐ dominant rule-‐sets, social networks and organiza&ons, prevailing infrastructures Micro/Niches -‐ small protected spaces in which new prac&ces can develop, protected from harsh selec&on criteria and resistance from prevailing regimes
Three levels
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Fig. 2
Macro
Meso
Micro
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Limita&ons with exis&ng frameworks
1. tends to miss the ecological dimension of such shics addressing only the social dimension will not be sufficient to guide society toward sustainable outcomes.
2. socie&es may undergo major transforma&ons without improving their capacity to learn from, respond to, and manage environmental feedback from dynamic ecosystems
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Understanding transforma&ons in social-‐ecological systems
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Transformations in SES
Gunderson and Holling 2002
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• Purposefully navigated transformations of social-ecological systems
• Increase our capacity to learn from, respond to, and manage environmental feedback from dynamic ecosystems
• Include redirecting governance into restoring, sustaining, and developing the capacity of ecosystems to generate essential services
• Innovation and agency, and strategies to overcome barriers to change
• Traps and path dependence as well as windows of opportunity for change
SES transformations
Folke et al 2010
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Transforma&on case studies
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Phases of transforma&on
Olsson et al 2004
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M. Leach 2012
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Preparing for transformation • Engage stakeholders to
identify dysfunctional states and raise awareness of problems
• Identify thresholds, plausible alternative states, pathways, and triggers
• Identify the barriers to change, potential change agents, and strategies to overcome barriers
• Build strategic networks • Develop vision/scenarios
Navigating the transition • Identify potential crises
and use them as opportunities to initiate change
• Maintain flexible strategies and transparency
• Foster institutions that facilitate cross-scale and cross-organizational interactions and stakeholder participation
Building resilience of the new regime
• Create incentives and foster values for stewardship in the new context
• Initiate and mobilize social networks of key individuals for problem-solving
• Foster interactions and support of decision makers at other levels
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Phases of transforma&on
Olsson et al 2004
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Naviga&ng: Transi&onal jus&ce
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Exercise
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Navigating transformations in governance of Chilean marine coastal resources
Gelcich et al. 2010
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Exercise
Using the transi&on framework to understand cross-‐scale dynamics in the Chilean case study:
– Make a &meline and map key events happening at the different scales.
– Once mapped, brainstorm examples of the opportuni&es and key features for crossing scales.
– Report back acer 45 min.
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Transformations in a water management regime in the Tiscza River, Hungary
Sendzimir et al 2007
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2 Innova&on
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www.igbp.net
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Type/content
Inclusiveness
Scaling
Key aspects of innova&on
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Content
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Changing the system dynamics that created the problem in the first place
A social innova&on is any ini&a&ve, product, process, program or design that challenges and, over &me, changes, the defining rou$nes, resource and authority flows or beliefs of the broader social system in which it is introduced. Successful social innova&ons have durability, scale and transforma&ve impact.
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Muhammad Yunus
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Social-‐ecological innova&ons New technology, strategies, concepts, ideas and organizations that enhance the capacity of ecosystems to generate (bundles of) services • have the potential to build resilience in SES, increase human well-being, and reduce vulnerability to present and future challenges • can enhance the fit between ecosystems and governance systems and help can help break self-reinforcing feedbacks, unlock social-ecological systems’ lock-ins, escape traps and move to new trajectories of sustainability
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Veta la Palma - Integrated Fish Farm
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Inclusiveness
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Scaling
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A systemic shic to biofuels might slow climate change but...
destruc&ve land-‐use change and biodiversity loss
land grabbing, inequali&es and social unrest
Biofuels
Copyright Policymic
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Photo: Kaj Török
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Merrie and Olsson 2013
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Big Picture Bopom Up Innova&ons
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Excercise
• Using the Barefoot College as a case: – What is the social innova&on in this film – is it product, process, program, design or all of these?Iden&fy as many of the elements as you can, and how they are connected.
– Has the innova&on scaled out? Why? Has it scaled up? In other words, to what extent do you see the ini&a&ve as having an impact on the flows of resources, power/authority, rou&nes and/or beliefs that created the problem in the first place?
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3 Agency
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Photo: "Transformers," courtesy DreamWorks Pictures
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Allan Savoy
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Shadow networks
Olsson et al. 2006
• Characterized by political independence and out of the fray of regulation and implementation
• Incubators - places to develop alternative policies, dare to learn from each other, and think creatively about how to resolve resource problems
• Their ability to link in to the formal political arenas and networks at different levels
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Westley, Olsson et al. 2011
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Institutional entrepreneurs, global networks, and the emergence of international institutions for ecosystem stewardship: The Coral Triangle Initiative
Franciska Rosen and Per Olsson (manuscript)
Photo: www.flickr.com/photos/37365478@N03/3465479992/
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Key Actors • Malaysia, Indonesia, Philippines, Papua New Guinea, Timor Leste, Solomon Islands • Conserva&on Interna&onal, CI • WorldWildlifeFund, WWF • Nature Conservancy, TNC • Asian Development Bank, ADB; • Asian Pacific Economic Coopera&on, APEC; • Global Environment Facility, GEF • United States Agency for Interna&onal Development, USAID
Coral Triangle Ini&a&ve (CTI) an interna&onal agreement and partnership for ecosystem-‐based man-‐ agement of coastal and marine resources in the Coral Triangle
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Rosen and Olsson 2013
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Mobilizing funds and broad support: Aprac&ng interna&onal finance and poli&cal recogni&on
• Ac&vate social capital and social-‐ecological memory from previous collabora&ve projects.
• Strategic communica&on at the ‘right’ interna&onal events.
• Iden&fy poli&cal opportuni&es to introduce new ideas.
• Visualize links between different issue areas, especially between ecosystem stewardship and other poli&cal priori&es.
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‘‘Acer 9/11, and later the Bali-‐bombings, it became a key objec&ve to support poli&cal stability in Southeast Asia. The structure provided by the CTI provided a good opportunity to increase poli&cal presence in the region’’ (Interview32).
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‘‘Illegal fishing in Australia’s northern waters has increased drama&cally in the past five years. More than 240 foreign vessels –most of them Indonesian – have been apprehended this year for fishing illegally… Illegal fishing depletes fish stocks and poses serious environmental, quaran&ne and security risks to Australia’’ [56].
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