Governance approach
Transition management is a governance approach that aims to facilitate and accelerate sustainability transitions through a participatory process of visioning, learning and experimenting. In its application, transition management seeks to bring together multiple viewpoints and multiple approaches in a 'transition arena'. Participants are invited to structure their shared problems with the current system and develop shared visions and goals which are then tested for practicality through the use of experimentation, learning and reflexivity. The model is often discussed in reference to sustainable development and the possible use of the model as a method for change.
Key principles to transition management as a form of governance:
History.
There have been numerous societal transitions in the past, studied examples include the transition from horse-drawn carriage to motorised cars and the change from physical telegraphy to the electric telephone. There are a number of theories that muse over how transition management evolved into being. One school of thought identifies the sociological aspect of transition as deeply rooted within population dynamics and the evolution of society from high birth rate/high death rate to low birth rate/low death rate. Other theorists consider that transition management has its basis within systems theory and the co-evolution of social and technical factors within the system. Most agree that the shift in the political landscape, from a centralised government to a more liberal, market-based structure has allowed new forms of bottom-up governance styles to rise to prominence and a break from dominant approaches. The most notable use of Transition Management can be established through its development into a practical tool by the Dutch Government to manage the radical transformation of their energy systems in the early 2000s. It was introduced into national policy in the Netherlands in the fourth National Environmental Policy Plan based on a report by Jan Rotmans, Rene Kemp, Frank Geels, Geert Verbong and Marjolein van Asselt.
Definition.
Transition management is an approach for tackling the complex issue of sustainable development. Sustainable development in itself is a dynamic, multi-dimensional, multi-actor and multi-level problem that is in a constant state of flux. Critics consider that the current political system is insufficiently equipped to deal with the complexity of the issue and that incremental changes will not address the fundamental system failures that underpin the issue. As an alternative to traditional politics, Transition Management will seek to steer development in a more sustainable direction by identifying and fundamentally restructuring the unsustainable systems that underpin our society. The goal of transition management is geared towards enabling, facilitating and guiding the social, technical and political transformations required by embedded societal systems to bring about sustainability. The need for such a model of governance has arisen through the persistence of problems which have developed to span multi-actors, multi-levels and multi-domains. The inherent complexity of society (from the difference of perspectives, norms and values) added to the intricacy of modern-day issues requires a new form of governance. Therefore, transition management recognises the need to address this problem on the multiple levels and dimensions in which it manifests. The approach seeks to widen participation by encouraging bottom-up approaches that are supported in a top-down manner. The synergy gained from utilising transition management to provide a novel approach to the complex issue of Sustainable Development could be essential if progress is to be made on the issue.
Unlike traditional forms of regulation that use command and control techniques, transition management does not seek to control the uncertainties of change but steer, indirectly influence and redirect the choices of actors towards sustainability. In the long-term, transition management will seek to completely transform the system through the process of creative destruction, much of the literature considers that only the radical rebuilding of our society's systems will be able to transcend the stable lock-in to unsustainable systems which has been systematically reinforced by aspects of the landscape and regime levels.
Levels within sociotechnical systems.
Most literature recognises that there are three separate levels that transition management must work within; Landscape, Regime and Niche:.
These processes occur within the wider political, cultural and economic background termed the socio-technical landscape. The landscape is an external backdrop to the interplay of actors at the regime and niche level. Changes can occur in the landscape but much more slowly than regime level. One such change is the increase in environmental awareness. This socio-cultural process is leading to pressure on numerous regimes (aviation, agriculture etc.) whilst providing openings for new technologies to establish themselves.
Technological regimes are defined as a set of rules embedded in an engineering community's institutions and infrastructure which shape technological innovations. Geels expanded the focus from engineers to include a wider of range of social groups such as policy makers, financiers and suppliers. This web of inter-linking actors, following a set of rules was termed 'socio-technical regime', in effect, the established practices of a given system. Drawing on evolutionary economics; socio-technical regimes act as a selection and retention mechanism, filtering out the unsuccessful while incorporating more worthy innovations into the existing regime. The regime sits at the meso-level, sandwiched between the micro-level of the niche and the macro-level of the landscape. Change occurs at the regime level incrementally and is geared to achieving optimization. Radical change is potentially threatening to the vested interests of the established regime. The inertia of key industries is seen as an explanation of the difficulties in achieving transitions to sustainability.
Radical innovations occur in niches, which act as safe environments in which breakthrough developments can grow, sheltered from the selection process that occurs at regime level. A regime may host a range of niches which generate innovations to challenge the status-quo. The military is seen as a primary niche for major technologies of the last century, supporting the development of radio, aircraft, computers and the internet. The framework of support provided can be financial (most early ventures being commercially unviable); establishing learning processes and facilitating the social networks that lead to growth.
Multi-level Perspective
Geels presents the interplay between regime, niche and landscape concepts as a multi-level perspective depicting technological transitions. The model is heuristic rather than ontological, and is an aid to better understand the process.
Figure 1: A Dynamic multi-level perspective on Technological transition at: [URL]
Geels and Schot: 2007
Ongoing processes at the regime and landscape level present 'windows of opportunity' for new technologies to exploit and become established. These breakthroughs tend to occur gradually through niche-accumulation. As innovations are used in multiple applications they build until achieving a critical mass. The model proposed by Geels shows how the success of a new technology requires developments across all levels to support the processes occurring within the niche (figure 1). Such an alignment is the basis of a regime shift.
Actors.
Each level has its own set of actors that interact in different ways, broadly they can be defined into the following categories:
Power and relationships.
Power within the transition process is distributed rather than being top-down in nature; every actor plays a part in shaping the transition. This distributed power enables the process of mutual adaptation towards collective goals and the emergence of self-organised socio-technical 'trajectories'. However, power is not necessarily evenly distributed; relationships and the power of actors within any system are always mixed which gives rise to different forms of interaction and transition. Transition management seeks to exploit this opportunity by involving a wide selection of participants within the process. There are also a number of other important reasons for widening the participation of actors within governance. Firstly, most actors will have different preferences, a small group of actors, even if representative, will fail to identify one vision that will be accepted by everybody. By engaging all actors a plurality of visions that share common factors can be established and provide the basis for the next step. Furthermore, the use of widened participation is likely to attract stronger support and therefore less resistance to the transition. In order to fully transform the landscape level, the underpinning socio-political values and beliefs will also need to be radically rewritten, without the full involvement of society, this may be susceptible to failure. Finally it has also been considered that the heterogeneity of society allows for collective learning which spurs the development of innovations through exploration at the niche level.
A multi-level framework.
Kemp "et al." put forward a framework for identifying the different type of activities of which transition management attempts to align. These activities are broadly divided into, strategic, tactical and operational and each activity has its own actors, agendas and strategies which co-evolve.
Strategic activities encompass the process of vision development; the collective action of goal and norm setting through discussion and the formulation of long-term goals. Strategic activities will lead to changes in the 'culture' of the societal system at the landscape level. The focus of this activity is long-term in scale (30 years/generations) and directed towards transition at the landscape level and the system as a whole.
Tactical activities relate to the interaction between actors that steers development of both institutions in the landscape level and socio-technical structures (practices, regulations, technology) at the regime level. Tactical activities focus on interpreting the visions created by strategic activities into the regime level and into the various networks, organisations and institutions involved. Tactical activities will also seek to identify the barriers that may be encountered (such as regulation, economic conditions) when interpreting these visions into the regime level. At this stage, actors that have the ability to make changes are recruited to translate the transition vision into their own agendas.
Finally the operational activities constitute the process of learning by doing through experimentation and implementation at the niche level. It has a much short time span of 0–5 years and is focused on the radical innovation that will transform "societal, technological, institutional, and behavioural practices" that will in turn filter up and transform structures, culture and routines in the regime and landscape levels (Ibid).
A further activity can be considered which establishes the process of assessment and evaluation of societal change. One can observe that reflexive activities can be both embedded within policy and regulation but also as a function of society and the evaluation of policies through the media and internet (ibid).
Practice.
There are number of key aspects that differentiate transition management from other forms of governance, these differences are most apparent due to the model's prescriptive nature. With the concept still being quite fresh and only a handful of case studies to draw from the methodology is still under debate. However, most literature (See References - Loorbach 2007, Kemp, Meadowcroft 2009, Kemp and Loorbach 2003, Foxon "et al." 2009) constitutes the following methodology:
A problem becomes apparent to actors throughout the levels and domains; the first step involves defining the key parameters of the problem then characterising the existing regime and landscape pressures. Differences in interpretation, perceived pressures, opinions and preference ensues the construction of a plurality of visions and solutions for consideration. A 'basket of objectives' is created which express the shared visions and goals of the actors. The visions outlined are long term in nature most commonly spanning at least one generation if not more and are used to inform short-term objectives. These visions can be expressed in a number of ways; more common forms include the use of pathways, scenarios and blueprints. As an example, if the problem of the unsustainable nature of our oil-dependent nation is presented, visions that may be put forward that constitute a carbon-neutral future include; the hydrogen economy, the all-electric society and the transition to global energy infrastructure to facilitate the maximisation of renewable energy.
Although each vision will require different socio-technical changes they will all seek to broadly ensure the same goals are met, for example a low or no carbon economy and a secure and reliable supply.
Once the pathways have been created short-term 'interim' objectives can be formed through Backcasting (as illustrated by the purple lines in the diagram) and actors within the niche level have the opportunity to form innovative solutions to the problem that may contribute to one of more of the pathways. Transition management will seek to identify those niches that will likely destabilise the regime level and contribute the most to its transformation. Once identified these niche opportunities can be supported by regime changes such as new policy implementation that provide new funding opportunities. In addition to deliberative steering of such choices, pressure can also filter down from the landscape