Employing in-depth, elite interviews, this empirical research contributes to understanding the dynamics among policy windows, policy change, and organizational learning. First, although much of the research on agenda setting-how issues attract enough attention that action is taken to address them-has been conducted at the national scale, this work explores the subnational, regional scale. With decentralization, regional-scale environmental decision-making has become increasingly important. Second, this research highlights the role of policy windows and instances of related organizational learning identified by natural resources managers. Having practitioners identify focusing events contrasts with the more typical approach of the researcher identifying a particular focusing event or events to investigate. A focusing event is a sudden, exceptional experience that, because of how it leads to harm or exposes the prospect for great devastation, is perceived as the impetus for policy change.
This paper emerged as a result of Anishinabe and non-Indigenous scholars discussing the basic principles behind systems thinking. By asking the question “what is a system?”, we uncovered that our very understanding of what makes a system was vastly different. As scholars working in cross-cultural and inter-cultural environments, these differing worldviews can create systemic challenges in unpacking complex problems. Trans-systemics offers language to unearth these assumptions by the recognition that the dominant, or “loudest”, systems are not always the most appropriate or equitable. It goes beyond critical systems thinking to identify that tackling complex problems requires the recognition that there are multiple, overlapping systems and worldviews at play. We identified three key takeaways from Indigenous trans-systemics for socio-ecological systems thinkers: (1) trans-systemics is a call to humility, asking us to critically examine our patterns of thought and behavior; (2) by exploring humility, trans-systemics allows us to move past the autopoiesis of Eurocentric systems thinking to consider interdependence; and (3) to utilize Indigenous trans-systemics, we need to fundamentally reconsider how we understand the systems around us and bring in outside tools and concepts to enact meaningful systems change.
Knowledge uptake, having decision makers assimilate the ideas of experts, is recognized as an important stimulus to bringing about policy change. This is particularly true in the realm of environmental policymaking, which is characterized by knowledge intensity, complexity, and multifaceted concerns. Using examples from an innovative watershed management organization, this article presents a heuristic for understanding how knowledge uptake occurs within a cycle of organizational reasoning. This cycle is driven by activities that transform data, information, and knowledge and that link specialists with decision makers. The heuristic can be used as a diagnostic tool to identify breaks in the transformation process that impede mandate fulfillment and impair capacity building. Lack of appreciation of the dynamic relationship between data, information and knowledge leads to mistimed and ineffective policy interventions that do not result in the hoped for progress in science intended to underpin policy advances. Copyright 2006 by The Policy Studies Organization.
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