06.07.2010, Jacqueline Broerse

'Can you trigger of accelerate desired transitions?'

‘Transitions in the past teach us that transitions are unpredictable and cannot be fully planned. There are elements of chance to them. Still, you can try to adjust and speed them up by carefully looking to various aspects of transitions at different levels. At the so-called ‘landscape level' you can track down the options for establishing links with specific larger trends and developments. At the level of ‘niche experiments' (innovative practices) you may seek to collaborate and exchange experiences with similar initiatives. Likewise, it is important to consider how you hook up with the so-called ‘regime', or dominant practice.

The challenge in transition management is to approach these various aspects in most strategic ways. In many innovations there seems to be too much focus on the project, so that their embedding in the system remains hidden from view. Above all, system innovation is a matter of turning one's gaze outward, to arrive at change and improvements through learning cycles. We may subsequently learn from such experiences again. What works and what does not work? How can you trigger desired transitions, push them in the right direction, or accelerate them?'



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Transitions to Sustainable Development

by John Grin, Jan Rotmans, Johan Schot, in collaboration with Frank Geels and Derk Loorbach

This recent study, published by Routledge, presents and combines three perspectives on transitions to a sustainable society: complexity theory, inn

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