Webinar Series Multilevel Governance

Learning to act under uncertainty

Yale      

# 5

Yale      

2 1 1 Your Webinar in 2013

2 1 1 What we have covered

Yale      

November 2012

Professor    Environmental  Governance  &  Political  Science,  Yale  University

Prof. Ben Cashore

2 1 1 What we have covered

Yale      

December 2012

Dr. Chris Elliott

Member  Advisory  Board    GEM  Initiative,  Yale  University  Executive  Director    Climate  and  Land  Use  Alliance  

February 2013

Alexander Buck

Executive  Director  International  Union  of  Forest  Research  Organizations  (IUFRO)  Member  Advisory  Board    GEM  Initiative,  Yale  University

2 1 1 What we have covered

Yale      

April 2013

Dr. Patrick Verkooijen

Special  Representative    for  Climate  Change  Office  of  the  Vice  President,  SDN  The  World  Bank  Member  Advisory  Board    GEM  Initiative,  Yale  University

2 1 1 What we have covered

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The big topics in Wind Energy

2 1 1 Blind-spotting / Uncertainty in Decision-Making

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- 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

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      

Your scholars today:

DANIELA GÖHLER

GIZ,  Advisor  in  the  Federal  Ministry  for  the  Environment,  Nature  Conservation  and  Nuclear  Safety  (BMU)  GEM  Member,  Yale  University    

Yale      

-  Our actions are 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)

2 1 1 About GIZ

Yale !!!

-  The webinar – again – highlighted that sustainable low-carbon societies (/economies) require “multi sectoral”, “multi stakeholder” “integrated”, “multi dimensional” approaches …

-  Each webinar showed a specific approach, but each time new questions emerged (as usual…) – 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, institutions…….

2 1 2

Yale !!!

Some observations

Apparently, we have some “blind spots”…

2 1 2

Yale !!!

Some observations

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But how do we address 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?

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?

How do we cope with blind

spots?

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2 1 3 A vicious cycle

Yale !!!

The curious case of legality verification

No REDD+ without FLEG

„deforestation free“ products?

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2 1 3 Blind spotting by…

Yale !!!

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... policy learning

... network-based innovation processes

... robust leadership skills

... institutional intersection

Focus on...

Focus on policy learning

-  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

2 1 4

Yale !!!

-  Challenge: sectoral set-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

2 1 5 Focus on institutional intersection

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-  3 Competence clusters (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

2 1 6 Focus on robust leadership skills

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-  Buck: from knowledge 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

2 1 7 Focus on network-based innovation processes

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2 1 8 Managing the unmanageable?

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