From theory to practice of transition management: The case of Sustainable Living and Housing in Flanders
Our modern complex society and its problems of realizing long-term sustainable development necessitate new forms of governance. In recent years a number of publications have been made on transition management as a new mode of governance that explicitly deals with societal complexity (D. Loorbach, 2007; J. Rotmans, Grin, Schot, & Smits, 2004; J. Rotmans, Kemp, & Van Asselt, 2001). This approach towards dealing with governance and complexity explicitly links analysis of complexity to the governance hereof. Observed dynamics in society provide the basis for formulating governance strategies and instruments, while the implementation of transition management simultaneously leads to more precise or altered interpretations of observed reality. Transition management as formulated in (D. Loorbach, 2007) presents a framework for structuring governance processes directed towards societal innovation. This framework distinguishes between different types of activities (strategic, tactical and operational) and different phases (envisioning, agenda-building, experimentation and evaluation). The basic assumption is that this framework is generic and can be used to implement transition management within any specific context (being a specific policy domain or political culture). The proposed paper aims to illustrate how the framework can be used to implement transition management and under which conditions such an implementation of transition management can be successful. This will be done by analyzing the project ‘Sustainable Living and Housing in Flanders’, in which the two authors functioned as project leaders.
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|Erasmus School of Social and Behavioural Sciences
Loorbach, D., & Lindt, M., van de. (2007). From theory to practice of transition management: The case of Sustainable Living and Housing in Flanders. Retrieved from http://hdl.handle.net/1765/34982