Staff Publications

Staff Publications

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    'Staff publications' is the digital repository of Wageningen University & Research

    'Staff publications' contains references to publications authored by Wageningen University staff from 1976 onward.

    Publications authored by the staff of the Research Institutes are available from 1995 onwards.

    Full text documents are added when available. The database is updated daily and currently holds about 240,000 items, of which 72,000 in open access.

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Record number 506114
Title Transformational change : governance interventions for climate change adaptation from a continuous change perspective
Author(s) Termeer, Katrien; Dewulf, Art; Biesbroek, Robbert
Source Journal of Environmental Planning and Management 60 (2017)4. - ISSN 0964-0568 - p. 558 - 576.
DOI http://dx.doi.org/10.1080/09640568.2016.1168288
Department(s) Public Administration and Policy
WASS
Publication type Refereed Article in a scientific journal
Publication year 2017
Keyword(s) climate change adaptation - continuous change - intervention strategies - small wins - transformational change
Abstract Although transformational change is a rather new topic in climate change adaptation literature, it has been studied in organisational theory for over 30 years. This paper argues that governance scholars can learn much from organisation theory, more specifically regarding the conceptualisation of change and intervention strategies. We reconceptualise the divide between transformational change and incremental change by questioning the feasibility of changes that are concurrently in-depth, large scale, and quick; and the assumption that incremental change is necessarily slow and can only result in superficial changes. To go beyond this dichotomy, we introduce the conceptualisation of continuous transformational change. Resulting intervention strategies include (1) providing basic conditions for enabling small in-depth wins; (2) amplifying small wins through sensemaking, coupling, and integrating; and (3) unblocking stagnations by confronting social and cognitive fixations with counterintuitive interventions. These interventions necessitate a modest leadership. Governing transformational change thus requires transformation of the governance systems themselves.
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