Another special issue: Human-nature connectedness as leverage point for sustainability transformation

Leverage Points for Sustainability Transformation

By Maraja Riechers

The notion of human-nature connectedness and specifically the idea of reconnecting people to nature are rapidly gaining prominence in sustainability science, conservation biology, environmental psychology and education. Scholars argue, for example, that an emotional and experiential connection with nature has many positive outcomes for human well-being, especially health or the cognitive development of children and pro-environmental behavior and may promote conservation initiatives of natural and cultural heritage.

Ignoring these effects could lead to a downward spiral of ever increasing disconnection of people and societies from nature, which may further exacerbate the global environmental crisis by enhancing un-sustainable behavior patterns. Based on this, scholars state a need for strengthening human connections with nature. Yet, many calls for such ‘reconnection’ lack concrete insights about what human-nature connection means and how it might be fostered.

In our special issue in the journal Ecosystems and People we would like to address…

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Learning to collaborate while collaborating

An interesting new paper by Rebecca Freeth on how to collaborate in interdisciplinary contexts. Originally posted on the Leverage Points blog.

Leverage Points for Sustainability Transformation

By Rebecca Freeth

None of us was born knowing how to collaborate. We learn to collaborate. For most of us working as researchers or practitioners in the field of sustainability, collaboration is intrinsic to how we work. Which gives us endless opportunities to learn to collaborate while collaborating.

There’s ample evidence that projects designed for intensive collaboration, whether inter- or transdisciplinary, get watered down to “additive multidisciplinarity” (Roy et al., 2013: 745). This is at least in part due to failures to navigate collaboration challenges, from finding conceptual common ground to managing interpersonal tensions (Haider et al., 2017; Klein, 1996; Strober, 2011). Indeed, collaboration is “unabatedly demanding” (Defila and Di Giulio, 2018: 101). Even if you’re a researcher with considerable team experience, a new project can present novel and unexpected collaboration challenges. Learning to collaborate is life-long.

In the Leverage Points project, we also experienced some challenges. During my interviews…

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Academia’s obsession with quantity revisited yet again…

By Joern Fischer

Some years ago, together with a couple of colleagues, I published a little note called “Academia’s obsession with quantity”. We followed up on this with another slightly longer note outlining a roadmap for “an academia beyond quantity”. Some years have passed, and I felt it’s time to re-visit these original ideas here. Have things improved?

I’d say most decidedly no. Perhaps not all countries are quite the same, but certainly Germany strikes me as essentially insane when it comes to the business of science. The implicit incentives are to raise a lot of funding (i.e. not even to publish, or have a high h-index, just simply to raise money seems to be desirable) – it’s not uncommon for successful professors in Germany to have 10-20 members in their lab groups (who may or may not talk to one another, let alone collaborate sensibly).

I have rarely heard anyone senior question whether more is in fact better; it’s largely taken for granted that more is, by default, better. I have, however, heard many PhD students complain about their supervisors being over-committed. I have seen nominally interdisciplinary projects fail because too many investigators each invested too little time; and I have had nominally transdisciplinary endeavours fail because nobody could be bothered to actually walk the talk about making time for stakeholders. Funding bodies encourage this behaviour through favouring multi-investigator mega-projects with weak leadership; and universities encourage it through rewarding their professors for their fund-raising “successes”. On top of this, we are assessed by how many hours we teach, and nobody takes any serious notice of the actual quality of our teaching – not in any way that actually makes a difference anyway.

As I see it, we’re in an academic world that is essentially insane – those suffering the consequences, such as junior researchers, will either drop out or adapt to the model of “more is better”. I am yet to see an institution make a genuine effort to systematically find ways for everyone to simply do less, as a way of encouraging that quality is being delivered. What I see instead is countless colleagues who are rushed and performing well below their intellectual capacity; who supervise well below their mentoring capacity; and who get a lot less enjoyment out of their work than they could if things were less insane.

What is needed, from my perspective, is a systematic change in the culture of what an academic environment ought to be like, starting with strong leadership to foster such an alternative culture. Do we really want to create places where “more is better”? Or do we want to generate places that are productive, but self-regulate their commitment such that they remain focused in their publication, teaching and mentoring duties?

I’m not advocating low productivity or laziness. But I have a hypothesis: if the most “successful” senior academics on average did half the teaching, half the fund raising, and half the number of publications a year – and instead double their mentoring and reflection before they take on random extra “stuff” – academia would do much better at advancing wisdom rather than just being yet another game where the only rule is that “more is better”.

Towards Sustainability in EU-Brazil Trade Negotiations

Originally posted by Jens Newig on his blog, re-blogged here…

SUSTAINABILITY GOVERNANCE

By Jens Newig, Benedetta Cotta, Johanna Coenen, Andrea Lenschow, Edward Challies and Almut Schilling-Vacaflor

While European countries and EU policies have made some progress in enhancing domestic sustainability, we are pretty much failing when it comes to taking responsibility for the far-away consequences of our way of living. Chemical pollution and loss of native forests are two striking examples of such distant effects of our local meat production that relies on Brazilian soy imports as protein-rich animal feed. We call such distant effects “global telecoupling”. Labels for sustainable production standards developed by private industry and non-governmental organizations (such as by the Round Table for Responsible Soy) have not proven overly effective. Governmental bodies in Europe should therefore stronger than they did previously take up their responsibility to pass effective policies. In our team, we are currently studying the  governance responses to unsustainable global telecoupling, in the DFG-funded project “GOVERNECT”

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The global conservation movement is diverse but not divided

This is a very nice new paper by Chris Sandbrook — and this blog post appeared on his blog site originally, I just re-blogged it. The paper shows that the story about “new conservation” and “old conservation” is not as simple as one might think.

Thinking like a human

In a break from tradition for this blog, the majority of this post comprises the Authors’ Accepted Manuscript of a published paper entitled “The global conservation movement is diverse but not divided. The full paper can be found (with very minor editorial tweaks from the text below) in Nature Sustainability . I have posted it here, with permission, in order to make a near-final version freely available from the date of publication.

Should biodiversity be conserved for its own sake or because it provides benefits to people? Should nature have to pay its own way in the marketplace? Should people be displaced to make space for protected areas? For several years I have been studying the different ways in which conservationists think about such fundamental questions, how these ideas are shaped, and how they affect conservation practice. Recent debates between ‘new conservation’ and more traditional approaches…

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Where and when to intervene?

A nice summary of key insights emerging form Leverage Points 2019

Leverage Points for Sustainability Transformation

By Josie Chambers

The uphill struggle for a more sustainable future can seem endless. The leverage points framework seeks to inform where and when to intervene to help gather momentum to truly transform old systems into new systems – rooted in different interwoven intents, designs, processes and outcomes. During my journey home from #leverage2019, I had the chance to reflect on some key insights from a fascinating session on where and when to intervene:

1. System structures and designs facilitate material flows and feedbacks that lead to particular outcomes over others. These processes both emerge from and actively reinforce certain deeply held paradigms.

2. For example, Per Olsson showed how rapid transformations occur both in the name of sustainability (e.g. expansion of linked protectionist conservation paradigm and natural park system) and in the name of development (e.g. expansion of neoliberal economic paradigm of growth and deregulation/privatization efforts).

3. Given these…

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Dancing with the system

Another post on #leverage2019 by Maraja Riechers

Leverage Points for Sustainability Transformation

By Maraja Riechers

I am exceptionally bad at navigating. When I come out of a restaurant after dinner I occasionally do not remember where I came from and I even can get lost in my home town (which at one point had more cows than people). What is more, complexity often overwhelms me. Not, that complexity is something negative, and complexity does not need to be complicated. But sometimes it is just a bit, well, a bit too much for me.

Being exposed to all the information, warnings, pitfalls, details, conceptual and theoretical nuances, disciplinary expert knowledge and jargon, I feel immensely incapable of coping with its totality. Rather, I am acutely aware of my own knowledge gaps, shortcomings and limitations. In this chaos I am looking for perspectives that show me patterns, structures, something that helps me acknowledge the messiness, yet giving me tools to handle it (be it…

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Your journey to inner transformation

Another wonderful summary of a great session by Zuzana Harmackova

Leverage Points for Sustainability Transformation

By Zuzana Harmackova

When it comes to transformations towards sustainability, focusing on policies, strategies and actions is not enough. What we need equally importantly are the deep, individual leverage points of transformation– those related to Inner Transformation.

Remember reading all the cool conference blogs? Now imagine you get the chance to write one… and what is more, at a conference on a really exciting topic – the Leverage Points of transformation towards sustainability. There is one problem, though. You are a terrible writer.

The session on Inner Transformation is your number one choice (you feel that this is exactly what you need). You are waiting for the start, in a room packed with people just as curious as you are. While the session chair Stella Veciana does a great job demonstrating that a raised hand means a signal for silence (a skill mastered by all of us later during the…

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Feeling naked

Leverage Points for Sustainability Transformation

It was a more random line that Elena Bennett said in her plenary session this morning: “I feel naked without a pointer and presentation, but I will just go with it”. Feeling naked and exposed, in unusual, uncomfortable, honest and authentic situations. Embracing this feeling struck me as important, because today at the Leverage Points 2019 conferences it was all about exploring the notion of deep and neglected leverage points. By deep leverage points, we mean primarily those that tackle the systems design – such as re-defining the goal of the system, its information flow or self-organisation – and those that tackle the intent of the system – changing mind-sets and transcending paradigms.

But what does that mean for us? Digging deep. Transcending paradigms.

For me, it means we have to strip us barren from paradigms that we hold on to, which comfort us, and keep us in a…

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NEW PAPER: Navigating protected areas networks for improving diffusion of conservation practices

Ecosystem Services Laboratory - Sapientia Hungarian University of Transylvania

Circa one year ago we had a phone talk with Laurentiu Rozylowicz where he presented his idea to approach the Natura 2000 network through network analysis; within such an approach the protected areas could be the nodes and the shared species are the edges (connections) between them. If we consider species as ecological information about a given biological entity, then addressing the protected area network of a country through network analysis could help in identifying those protected areas which are ecological information hubs (protected areas which are best positioned for an efficient knowledge transfer and diffusion of information within the network). If a protected area is such a hub, this could represent challenges and opportunities for the administrators of these sites as well as for the local communities (e.g. for brand, landscape labeling).

Quite fast after that talk, the manuscript was developed by analyzing 389 Sites of Community Importance (SCI…

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