The loosely applied concepts of transformations and transitions often result in unarticulated different visions and expectations among stakeholders regarding the orientation and ambition of a particular initiative related to system transitions/transformations. In this paper, a strategic scoping canvas and an associated facilitation process are presented as a way of enhancing shared understanding among stakeholders. Illustrations are provided of initial application in three cases related to food system transitions in Peru, Ethiopia, and Bangladesh, exploring the connectivity with approaches commonly used in the context of system transformations, including the Multi-Level Perspective on sustainability transitions, the Leverage Points approach, Capability Approach, and the theory of Large System Change. We conclude that the canvas and associated facilitation approach has proved useful in different contexts, offering opportunities for complementing existing methodologies, and potentially enhancing their efficacy in facilitated multi-stakeholder processes.
Wageningen Centre for Development Innovation supports value creation by strengthening capacities for sustainable development. As the international expertise and capacity building institute of Wageningen University & Research we bring knowledge into action, with the aim to explore the potential of nature to improve the quality of life. With approximately 30 locations, 6,500 members (5,500 fte) of staff and 12,500 students, Wageningen University & Research is a world leader in its domain. An integral way of working, and cooperation between the exact sciences and the technological and social disciplines are key to its approach.
The commonly used words 'transformation' and 'transition' tend to lose their edge when 14 used for any significant change process as is rather often the case. Partners and wider stakeholders 15 in initiatives related to 'sustainability transitions' therefore often entertain different perspectives on 16 what the strategic orientation of an initiative is or is meant to be. Common planning and design 17 processes such as situation analysis and theories of change, however, often do not sufficiently cater 18 to this dynamic. As a result, different actors may be pulling the initiative in different directions,
19undermining the overall partnership efforts. In this short contribution a strategic scoping canvas 20 and an associated facilitation process are presented as a way of addressing such situations.
21Illustrations are provided of initial application in three cases related to food system transitions in 22 Peru, Ethiopia, and Bangladesh, exploring the connectivity with approaches commonly used in the 23 context of system transformations, including the Multi-Level Perspective on sustainability 24 transitions, the Leverage Points approach, Capability Approach, and the theory of Large System 25 Change. We conclude that the canvas and associated facilitation approach has proved useful in 26 different contexts, offering opportunities for complementing existing methodologies, and 27 potentially enhancing their efficacy in facilitated multi-stakeholder processes.
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True listening, true understandingIn Theory U, Learning from the future as it emerges, Otto Scharmer (MIT) elaborates on the need for people to listen to each other. He points out the methods to develop the appropriate skills and attitude to do so. True listening, and true understanding, is a gateway to transformative change. Also for science.
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