www.usask.ca/water some concepts and tools for resilient water security cities: a less than...
TRANSCRIPT
www.usask.ca/water
Some concepts and tools for resilient water security cities: A less than
conventional approachGraham Strickert, PhDResearch Associate
www.usask.ca/water
Outline of Workshop Attention Investment Exercise (~10 mins) Mind Map or Mental Model Activity (~20 mins) Scenario Exercise (~30 mins) Debrief presentation (~20 mins) Questions and comments (~10 mins)
www.usask.ca/water
Attention Investment Exercise On your table there is a small box the box there is are:
a) 7 cupsb) Some strings tied to an elasticc) Restrictions on communication
Your Task is to use the strings and elastic to stack the cups as high as possible.
You have four minutes.
www.usask.ca/water
Mind Map / Mental Model Activity Instructions for this activity are being distributed to
your table This will help us to define the important components of
a system Define the relationships between these components Run scenarios to see how the system interacts under
changing conditions
www.usask.ca/water
Scenario Exercise Scenario description and initial position statements - 5 mins Groups develop secondary position statements - 5 mins Interactions and negotiations with other teams - 15 mins Final position statement - 5 mins
www.usask.ca/water
Debrief Why the mind maps? A few concepts A bit of theory Community resilience
www.usask.ca/water
Why the mind maps? The basic behavioural pathway
a) Values and beliefsb) Attitudesc) Intentionsd) Behaviour
www.usask.ca/water
3 concepts from environmental policy
The policy precepts Tame problems Wicked problems Uncomfortable knowledge
Thompson, 2011
www.usask.ca/water
Attention Re-investment Exercise• Have you ever been in an argument where you
were totally convinced that something was true, only to find out that the person you were arguing with was equally convinced that “their view’” was true, despite appearing to be total contradictions?
• “They’ll never agree, they are arguing from different premises”!
• What are these premises?
www.usask.ca/water
Two Dimensions of Social LifeStrong Regulation
Weak Regulation
Strong Integration
Weak Integration
After Durkheim (1893), Douglas (1982), Thompson et al, (1990)
Strong Integration
Weak Integration
+ Grid
- Grid
+ Group- Group
www.usask.ca/water
The four ways of life+ Rules
- Rules
+ Organization- Organization
After Thompson et al 1990, Thompson 2008, 6 and Mars 2009
The free market can sort it out
We should work together toward common goals through consensus…
We’ll tell you all what to do…trust us we are experts
Here we go again…
Collectively they had the wisdom to solve the problem; but instead they were each blinded by their selective attention to specific risks.
www.usask.ca/water
To get more of what we want and less of what we don’t want…
… requires that we do more to ensure requisite variety
After Thompson, 2008
Harnessing VarietyAc
cess
ibili
ty
Responsiveness
Adaptive Institutions
Single voice drowning out others
www.usask.ca/water
Refurbishment of Dahl's Pluralist Democracy
Mono-centric policy space
A\
COLLUDING DYAD
CLOSED HEGEMONY
VASCILLATING DYAD ISSUE NETWORK
RATIONAL MANAGEMENT
STRATEGIC PLURALISM
IVORY TOWER LEARNING DYAD PLURALIST DEMOCRACY
ADAPTIVE INSTITUTION
Reflexive Deliberation
Strategic Deliberation
Assertive Deliberation
Bi-polar Policy Space
Tri-angular Policy Space
Adapted from: Steven Ney, & Thompson 2008
Responsiveness
A c c e s s I b I l I t y
www.usask.ca/water
Arsenal’s Football Stadium
www.usask.ca/water
To be Resilient We need variety
www.usask.ca/water
References: Bigely, G.A. & Roberts, K.H., (2001) The Incident Command System: High-
Reliability Organizing for Complex and Volatile Task Environments Douglas, M. (1982) Essays in the Sociology of Perception. London: Routledge
and Kegan Paul. Durkheim, E. (1893) De La Division du Travail Sociale: etude sur l’Oganisation
des Societes Superieurs. Paris: Alcan Rayner, S. (2006) Wicked Problems, Clumsy Solutions. First Jack Beale
Memorial Lecture, University of New South Wales, Sydney Australia, 25 July. Thompson, M., Ellis, R., and Wildawsk, A., (1990) Cultural Theory. Boulder, CO
and Oxford Westview. Thompson, M., (2008) Organising and Disorganising: A Dynamic and Non-
Linear Theory of Institutional Emergence and its Implications. Triarchy Press, London.
Thompson, M. (2011)
www.usask.ca/water
Comparing the elements for each way of organizing
+ Grid
- Grid
+ Group- Group
Nature Benign Nature Ephemeral
Nature Perverse and Tolerant
Nature Capricious
Nature Resilient
Short Term Dominant
Long Term Dominates
Truncated Short and Long
Irrelevant
The Present
Appropriate Small
LargeIrrelevant
Scalable
Exploitability through inherent fluidity
Sustainability through inherent fragility
Controllability through order
Culpability through inherent chaos
Adaptability
Threats to market functions
Catastrophic, irreversible, inequitable developments
Loss of the public trust
Life, the universe and everything
Ignorance
Acceptance and deflection
Rejection and deflection
Rejection and absorption
Acceptance and absorption
Observe
Implicit Consent Direct Consent
Hypothetical Conset
Non consent
Live and let live
Preservation of the individuals freedom of contract
Survival of the Collective
Secure Internal Structure of Authority
Personal Survival
Insight
Rational AnalyticalNaturalistic
Heuristics and Biases
Chosen for
Choice less Awareness
www.usask.ca/water
Elements for Comparison