In this paper, we present a conceptual framework extending Foucaultian insights on the relations between power and knowledge to link up with current insights into studies of natural resource management (NRM) and more broadly environmental studies. We classify discourses in NRM according to understandings of socialecological systems and argue that grasping those larger contexts can push NRM in a different direction, forming a base for more informed and inclusive decisionmaking. We then reconstruct the importance of materiality, the physical world, for the functioning of NRM within social-ecological systems. The concept of livelihoods is added to our developing Foucaultian frame, as material/discursive entwinements which structure responses of many stakeholders in NRM. Finally, we present an expansion of Foucaultian NRM into adaptive governance thinking as a logical outcome of basic insights into power/knowledge, developed and contextualized in current NRM and its critical analyses ARTICLE HISTORY
Based on biological insights, Ludwig von Bertalanffy coined general systems theory (GST) and later expanded his perspective, exploring what GST could mean for other disciplines and other types of systems. We make a case for the relevance, or rather, the importance, of GST for coming to a new understanding of the resilience of social-ecological systems and the possible forms of adaptive governance that might increase such resilience. After analyzing the conceptual structure of the resilience paradigm and of GST, we identify concepts in resilience thinking where GST provides new confirmation or modifies the perspective: complexity, evolution, self-organization, and adaptation. We discuss post-Bertalanffy developments in the interdisciplinary and twinned fields of systems theory and complexity studies that can provide bridging concepts between GST and resilience thinking. In conclusion, we emphasize the need for both cognitive and institutional resilience to foster adaptive governance. We highlight the management of couplings between systems and the switching between forms of understanding and forms of organization, where self-organization and more centralized forms of steering can alternate and combine.
This paper introduces the concepts and ideas that frame this special issue on co-evolution in governance, and their implications for policy learning and adaptation. It offers a brief overview of co-evolutionary approaches to governance and their elementary connections with systems theories, post-structuralism, institutionalism, and actor-network theory, and explores how they are connected to co-evolution in governance. Co-evolutionary approaches differ from other influential understandings of knowledge and learning in policy and governance. It furthermore presents a typology of learning in governance and systematically discusses how each type is affected by patterns of coevolution in governance.
This paper presents a novel framework for analyzing the formation and effects of strategies in environmental governance. It combines elements of management studies, strategy as practice thinking, social systems theory and evolutionary governance theory. It starts from the notion that governance and its constitutive elements are constantly evolving and that the formation of strategies and the effect strategies produce should be understood as elements of these ongoing dynamics. Strategy is analyzed in its institutional and narrative dimensions. The concept of reality effects is introduced to grasp the various ways in which discursive and material changes can be linked to strategy and to show that the identification of strategies can result from prior intention as well as a posteriori ascription. The observation of reality effects can enhance reality effects, and so does the observation of strategy. Different modes and levels of observation bring in different strategic potentialities: observation of self, of the governance context, and of the external environment. The paper synthesizes these ideas into a framework that conceptualizes strategies as productive fictions that require constant adaptation. They never entirely work out as expected or hoped for, yet these productive fictions are necessary and effective parts of planning and steering efforts.
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