Per Olsson Transformation lecture

RESEARCHONINNOVATIONANDTRANSFORMATIONFORPEOPLE

ANDTHEPLANET

PerOlsson@perserudsper

StockholmResilienceCentre

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A safe and just space for humanity

Source: Oxfam

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A safe and just space for humanity

World Social Science Report 2013

Photo:KajTörök

Adaptability and Transformability

•  ADAPTABILITY is the capacity of a SES to adjust its responses to changing external drivers and internal processes and thereby allow for development within the current stability domain, along the current trajectory.

•  TRANSFORMABILITY is the capacity to create new stability domains for development, a new stability landscape, and cross thresholds into a new development trajectory.”

Walker et al. 2004, Folke et al. 2010

“…some now consider it easier to accept future temperature increases of up to 4 °C or more within this century (along with other environmental and social changes) than to pursue transformative strategies to avoid such changes.” O’Brian (2012)

Outlineoftherestoftheday

1.  TransformaKonExercise

2.  ScalingExercise

3.  Agency

1 TransformaKon

Transformingbureaucracies

InsKtuKonalisingparKcipatoryapproachesandprocessesfornaturalresourcemanagement

LimitaKonswithexisKngframeworks

•  Tends to miss the ecological dimension of such shifts addressing only the social dimension will not be sufficient to guide society toward sustainable outcomes.

•  Societies may undergo major transformations without improving their capacity to learn from, respond to, and manage environmental feedback from dynamic ecosystems

Olssonetal.2014

UnderstandingtransformaKonsinsocial-ecologicalsystems

ConK

nuity

ChangeMacro

Meso

Micro

DrawingonmulKpleapproachesandlensesinSEStransformaKonstudies

Prepare

Window of Opportunity Navigate

Stabilize

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

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

M.Leach2012

Olsson et al 2004

Triggers

Transformations in a water management regime in the Tiscza River, Hungary

Transformations in a water management regime in the Tiscza River, Hungary

Sendzimiretal2008

Shadow networks

Olssonetal.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

Exercise

Macro/Landscapes-geographicalposiKonoftheland,climate,availableresources,poliKcalconstellaKons,economiccycles,andbroadsocietaltrendsMeso/Regimes-dominantrule-sets,socialnetworksandorganizaKons,prevailinginfrastructuresMicro/Niches-smallprotectedspacesinwhichnewpracKcescandevelop,protectedfromharshselecKoncriteriaandresistancefromprevailingregimes

Threescales

Fig.2

Macro

Meso

Micro

NavigaKngtransformaKonsingovernanceofChileanmarinecoastalresources

Gelcich et al. 2010

PhasesoftransformaKon

Gelcich et al. 2010

Exercise•  Apply the transition management framework to create a

timeline of the development of the governance transformation in Chile

•  Identify significant events and transition points. Think about political, social, cultural, economic, and ecological aspects.

•  Observe and analyze relationships across time and scales - success or failure at one level might be explained by opportunities or barriers at other levels – alignment, breakthrough or falling apart, accomplishments, crisis, failures, etc.

2 Scaling

CopyrightPolicymic

Photo:©2010BruceRMitchell

CopyrightPolicymic

Changing the system dynamics that created the problem in the first place

AsocialinnovaKonisanyiniKaKve,product,process,programordesignthatchallenges

and,overKme,changes,thedefiningrou$nes,resourceandauthorityflowsor

beliefsofthebroadersocialsysteminwhichitisintroduced.SuccessfulsocialinnovaKonshavedurability,scaleandtransformaKve

impact.

Social-ecological innovations�

AnyiniKaKve,product,process,programordesignthatchallengesandoverKmechangesthedefiningrouKnes,resourceandauthorityflowsorbeliefsofthebroadersocial-ecologicalsysteminwhichitisintroduced.Successfulsocial-ecologicalinnovaKonshavedurability,scalabilityandtransformaKveimpact.Theyfundamentallychangeshuman-environmentalinteracKonsandfeedbacks.TheyenhancethecapacityofEarth’secosystemstogenerateessenKalservices. �

OlssonandGalaz2012

Veta la Palma - Integrated Fish Farm

IntroducingCBRMinSolomonIsland

Abernathy,Bodin,Olssonetal2014

SpreadofCBRMinSolomonIslands

Photo:GarthCripps/BlueVentures

Bricolage - drawn from the junk collectors in France and defined as making creative and resourceful use of whatever materials are at hand - regardless of their original purpose ��Recombining existing and new ideas to form something novel (Levi-Strauss 1962)�

SpreadofCBRMinSolomonIslands

SpreadofCBRMinSolomonIslands–bricolage

MerrieandOlsson2014

BigPictureBoaomUpInnovaKons

Exercise!

WhatisthesocialinnovaKoninthisfilm–isitproduct,process,program,designorallofthese?IdenKfyasmanyoftheelementsasyoucan,andhowtheyareconnected.HastheinnovaKonscaledout?Why?Hasitscaledup?Inotherwords,towhatextentdoyouseetheiniKaKveashavinganimpactontheflowsofresources,power/authority,rouKnesand/orbeliefsthatcreatedtheprobleminthefirstplace?DoyouseeparadoxesthattheBarefootCollegeseekstoresolve?

Exercise-BarefootCollege

3 Agency

Westley,Olssonetal.2011Westleyetal.2011,Westley,etal.2013

Photo: www.flickr.com/photos/37365478@N03/3465479992/

KeyActors•  Malaysia,Indonesia,Philippines,PapuaNewGuinea,TimorLeste,SolomonIslands•  ConservaKonInternaKonal,CI,WorldWildlifeFund,WWF,NatureConservancy,TNC•  AsianDevelopmentBank,ADB•  AsianPacificEconomicCooperaKon,APEC•  GlobalEnvironmentFacility,GEF•  UnitedStatesAgencyforInternaKonalDevelopment,USAID

CoralTriangleIniEaEve(CTI)aninternaKonalagreementandpartnershipforecosystem-basedmanagementofcoastalandmarineresourcesintheCoralTriangle.Nexus–climatechange,biodiversityandfoodsecurity

RosenandOlsson2013

‘‘Aeer9/11,andlatertheBali-bombings,itbecameakeyobjecKvetosupportpoliKcalstabilityinSoutheastAsia.ThestructureprovidedbytheCTIprovidedagoodopportunitytoincreasepoliKcalpresenceintheregion’’(Interview32).

RosenandOlsson2013

‘‘IllegalfishinginAustralia’snorthernwatershasincreaseddramaKcallyinthepastfiveyears.Morethan240foreignvessels–mostofthemIndonesian–havebeenapprehendedthisyearforfishingillegally…Illegalfishingdepletesfishstocksandposesseriousenvironmental,quaranKneandsecurityriskstoAustralia’’[56].

RosenandOlsson2013

[email protected]@perserudsper

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