The scale, pace, and intensity of human activity on the planet demands radical departures from the status quo to remain within planetary boundaries and achieve sustainability. The steering arms of society including embedded financial, legal, political, and governance systems must be radically realigned and recognize the connectivity among social, ecological, and technological domains of urban systems to deliver more just, equitable, sustainable, and resilient futures. We present five key principles requiring fundamental cognitive, behavioral, and cultural shifts including rethinking growth, rethinking efficiency, rethinking the state, rethinking the commons, and rethinking justice needed together to radically transform neighborhoods, cities, and regions.

Research on the phenomenology of agency for joint action has so far focused on the sense of agency and control in joint action, leaving aside questions on how it feels to act together. This paper tries to fill this gap in a way consistent with the existing theories of joint action and shared emotion. We first reconstruct Pacherie's (Phenomenology and the Cognitive Sciences, 13, 25-46, 2014) account on the phenomenology of agency for joint action, pointing out its two problems, namely (1) the necessary trade-off between the sense of self-and weagency; and (2) the lack of affective phenomenology of joint action in general. After elaborating on these criticisms based on our theory of shared emotion, we substantiate the second criticism by discussing different mechanisms of shared affect-feelings and emotions-that are present in typical joint actions. We show that our account improves on Pacherie's, first by introducing our agentive model of we-agency to overcome her unnecessary dichotomy between a sense of self-and we-agency, and then by suggesting that the mechanisms of shared affect enhance not only the predictability of other agents' actions as Pacherie highlights, but also an agentive sense of we-agency that emerges from shared emotions experienced in the course and consequence of joint action.

In this paper we take a close look at current interdisciplinary modeling practices in the environmental sciences, and suggest that closer attention needs to be paid to the nature of scientific practices when investigating and planning interdisciplinarity. While interdisciplinarity is often portrayed as a medium of novel and transformative methodological work, current modeling strategies in the environmental sciences are conservative, avoiding methodological conflict, while confining interdisciplinary interactions to a relatively small set of pre-existing modeling frameworks and strategies (a process we call crystallization). We argue that such practices can be rationalized as responses in part to cognitive constraints which restrict interdisciplinary work. We identify four salient integrative modeling strategies in environmental sciences, and argue that this crystallization, while contradicting somewhat the novel goals many have for interdisciplinarity, makes sense when considered in the light of common disciplinary practices and cognitive constraints. These results provide cause to rethink in more concrete methodological terms what interdisciplinarity amounts to, and what kinds of interdisciplinarity are obtainable in the environmental sciences and elsewhere.

In this paper I argue that the use of social nudges, policy interventions to induce voluntary cooperation in social dilemma situations, can be defended against two ethical objections which I call objections from coherence and autonomy. Specifically I argue that the kind of preference change caused by social nudges is not a threat to agents' coherent preference structure, and that there is a way in which social nudges influence behavior while respecting agents' capacity to reason. I base my arguments on two mechanistic explanations of social nudges; the expectationbased and frame-based accounts. As a concrete example of social nudges I choose the "Don't Mess With Texas" anti-littering campaign and discuss in some detail how it worked.

In contemporary philosophy of collective intentionality, emotions, feelings, moods, and sentiments do not figure prominently in debates on the explanation and justification of joint action. Received philosophical theories analyze joint action in terms of common knowledge of cognitively complex, interconnected structures of intentions and action plans of the participants. These theories admit that collective emotions sometimes give rise to joint action or more typically, unplanned and uncoordinated collective behavior that falls short of full-fledged jointly intentional action. In contrast, minimalist theorists pay some attention to affective elements in joint action without much concern about their collective intentionality. They refer to an association between low-level synchrony in perceptual, motor, and behavioral processes, and increased interpersonal liking, feelings of solidarity, and cooperativeness. In this paper, we outline an account of collective emotions that can bridge this theoretical divide, linking the intentional structure of joint actions and the underlying cognitive and affective mechanisms. Collective emotions can function as both motivating and justifying reasons for jointly intentional actions, in some cases even without prior joint intentions of the participants. Moreover, they facilitate coordination in joint action.

Sustainability science seeks to extend scientific investigation into domains characterized by a distinct problem-solving agenda, physical and social complexity, and complex moral and ethical landscapes. In this endeavor, it arguably pushes scientific investigation beyond its usual comfort zones, raising fundamental issues about how best to structure such investigation. Philosophers of science have long scrutinized the structure of science and scientific practices, and the conditions under which they operate effectively. We propose a critical engagement between sustainability scientists and philosophers of science with respect to how to engage in scientific activity in these complex domains. We identify specific issues philosophers of science raise concerning current sustainability science and the contributions philosophers can make to resolving them. In conclusion, we reflect on the steps philosophers of science could take to advance sustainability science.

In this article we argue for the importance of studying interdisciplinary collaborations by focusing on the role that good choice and design of model-building frameworks and strategies can play overcoming the inherent difficulties of collaborative research. We provide an empirical study of particular collaborations between economists and ecologists in resource economics. We discuss various features of how models are put together for interdisciplinary collaboration in these cases and show how the use of a coupled-model framework in this case to coordinate and combine background models from ecology and economics provided particular collaborative affordances and clear collaborative gain.

Existing economic models of prosociality have been rather silent in terms of proximate psychological mechanisms. We nevertheless identify the psychologically most informed accounts and offer a critical discussion of their hypotheses for the proximate psychological explanations. Based on convergent evidence from several fields of research, we argue that there nevertheless is a more plausible alternative proximate account available: the social motivation hypothesis. The hypothesis represents a more basic explanation of the appeal of prosocial behavior, which is in terms of anticipated social rewards. We also argue in favor of our own social motivation hypothesis over Robert Sugden's fellow-feeling account (due originally to Adam Smith). We suggest that social motivation not only stands as a proximate account in its own right but also provides a plausible scaffold for other more sophisticated motivations (e.g., fellow-feelings). We conclude by discussing some possible implications of the social motivation hypothesis on existing modeling practice.