Changing the decision context to enable social learning for climate adaptation

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cg.contributor.affiliationAustralian National Universityen
cg.contributor.affiliationCSIRO Environmenten
cg.contributor.affiliationUniversité Montpellieren
cg.contributor.affiliationUniversité Grenoble Alpesen
cg.contributor.affiliationUniversité Savoie Mont Blancen
cg.contributor.affiliationUniversité de Genèveen
cg.contributor.affiliationCawthron Instituteen
cg.contributor.affiliationInternational Water Management Instituteen
cg.contributor.affiliationFRB-Cesab, Montpellier, Franceen
cg.contributor.affiliationUniversity of Kenten
cg.contributor.affiliationUniversity of Viennaen
cg.contributor.affiliationLeuphana Universityen
cg.contributor.affiliationUniversity of Kasselen
cg.contributor.affiliationUniversité Paris-Saclayen
cg.contributor.affiliationUniversity of Lausanneen
cg.contributor.affiliationUniversity College Londonen
cg.contributor.donorAgence Nationale de la Rechercheen
cg.contributor.donorSciences de l'Univers de Grenobleen
cg.contributor.donorAustralian National Universityen
cg.contributor.initiativeDiversification in East and Southern Africa
cg.contributor.programAcceleratorScaling for Impact
cg.creator.identifierOjong Enokenwa Baa: 0000-0002-4500-5812en
cg.identifier.doihttps://doi.org/10.1002/pan3.70043en
cg.identifier.iwmilibraryH053818en
cg.isijournalISI Journalen
cg.issn2575-8314en
cg.journalPeople and Natureen
cg.reviewStatusPeer Reviewen
dc.contributor.authorColloff, M. J.en
dc.contributor.authorGorddard, R.en
dc.contributor.authorMunera-Roldán, C.en
dc.contributor.authorLocatelli, B.en
dc.contributor.authorLavorel, S.en
dc.contributor.authorAllain, S.en
dc.contributor.authorBruley, E.en
dc.contributor.authorButler, J. R. A.en
dc.contributor.authorDubo, T.en
dc.contributor.authorEnokenwa Baa, Ojongetakahen
dc.contributor.authorGonzález-García, A.en
dc.contributor.authorLécuyer, L.en
dc.contributor.authorLo, M.en
dc.contributor.authorLoos, J.en
dc.contributor.authorPalomo, I.en
dc.contributor.authorTopp, E.en
dc.contributor.authorVallet, A.en
dc.contributor.authorWalters, G.en
dc.date.accessioned2025-05-06T05:40:53Zen
dc.date.available2025-05-06T05:40:53Zen
dc.identifier.urihttps://hdl.handle.net/10568/174432
dc.titleChanging the decision context to enable social learning for climate adaptationen
dcterms.abstract1. Successful adaptation often involves changes to the decision context to enable new ways of thinking and acting on climate change. Using 16 adaptation initiatives the authors were engaged with, we analysed how and why decision contexts changed to identify ways to improve adaptation as a process of collective deliberation and social learning. 2. We used the scope of the adaptation issue and governance arrangements to classify initiatives into four types and scored changes in the decision context using three frameworks: (1) the values, rules and knowledge (VRK) perspective to identify changes to adaptation decision-making; (2) the five dimensions of futures consciousness to identify the building of adaptation capabilities and (3) the social learning cycle to reveal evidence of reflexive learning. 3. Initiatives using novel governance arrangements for discrete problems (‘problem governance’) or complex, systemic issues (‘systems governance’) scored highest for influences of VRK, futures consciousness and the social learning cycle on the decision context. Initiatives using existing management for discrete problems (‘problem management’) scored moderately for change in the decision context, while those using existing management for systemic issues (‘systems management’) scored low because change was often impeded by existing rules. 4. All three frameworks influenced decision contexts in systems governance initiatives. Problem governance initiatives revealed interactions of VRK and futures consciousness but limited influence of VRK on the social learning cycle. Scope and governance arrangements differ with the adaptation issue and initiatives adapt over time: some small-scale ones became more systemic, developed novel governance arrangements and changed the decision context. 5. Our findings do not show that some adaptation initiatives are better or more transformative than others; just that their scope and appropriate governance arrangements are different. This questions the notion that successful adaptation requires building generic transformative adaptation approaches and capabilities. There is a diversity of arrangements that work. What is important is to align the approach to the adaptation problem. We suggest two directions for improving adaptation initiatives: first, by influencing how they can shift between problem and systems focus and between standard management and novel governance, and secondly, by using methods to diagnose and direct change in the decision context.en
dcterms.accessRightsOpen Access
dcterms.available2025-05-03en
dcterms.bibliographicCitationColloff, M. J.; Gorddard, R.; Munera-Roldán, C.; Locatelli, B.; Lavorel, S.; Allain, S.; Bruley, E.; Butler, J. R. A.; Dubo, T.; Enokenwa Baa, Ojongetakah; González-García, A.; Lécuyer, L.; Lo, M.; Loos, J.; Palomo, I.; Topp, E.; Vallet, A.; Walters, G. 2025. Changing the decision context to enable social learning for climate adaptation. People and Nature, 18p. (Online first) [doi: https://doi.org/10.1002/pan3.70043]en
dcterms.extent18p.en
dcterms.issued2025-05en
dcterms.languageen
dcterms.licenseCC-BY-4.0
dcterms.publisherWileyen
dcterms.subjectclimate change adaptationen
dcterms.subjectsocial learningen
dcterms.subjectgovernanceen
dcterms.subjectframeworksen
dcterms.subjectdecision makingen
dcterms.subjectsocioecological systemsen
dcterms.typeJournal Article

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