Abstracts and Articles
A theory of transformative agency in linked social-ecological systems Westely, F, O. Tjornbo, L. Shultz, P. Olsson, C. Folke, B. Crona and O. Bodin
Agency and innovation in a phase of turbulent change: conservation in the great bear rainforest , Riddell, D, O. Tjornbo, F. Westley
A theory of transformative agency in linked social-ecological systems
Abstract
The authors reviewed the literature on leadership in linked social-ecological systems and combined it with the literature on institutional entrepreneurship in complex adaptive systems to develop a new theory of transformative agency in linked social-ecological systems. They found that although there is evidence of the importance of strategic agency in introducing innovation and transforming approaches to management and governance of such systems, there is no coherent theory to explain the wide diversity of strategies identified. Using Holling’s adaptive cycle as a model of phases present in the innovation and transformation of resilient social-ecological systems, overlaid by Dorado’s model of opportunity context (opaque, hazy, transparent) in complex adaptive systems, we propose a more coherent theory of strategic agency, which links particular strategies, on the part of transformative agents, to phases of system change.
A theory of transformative agency (PDF)
Agency and innovation in a phase of turbulent change
Abstract
In this book chapter, the dynamics of change in a case of social innovation (the Great Bear Rainforest) are explored through the question, “what are the individual and collective processes of agency that catalyze systems change?” The case describes the shift in perspectives and processes of agency that a group of environmental, philanthropic, and forest company representatives went through in the conflict over Canada’s temperate rainforest. Environmental leaders underwent significant individual and collective transformation to advance goals of social justice, sustainability, and community resilience. To do this, they developed greater self-knowledge, conflict, and relational skills, and co-designed systemic solutions to unsustainable patterns of resource extraction, working with forest companies, First Nations leaders, philanthropic organizations, and government. The story draws out contexts for transformation, change, and, ultimately, collaboration around a shared vision that established new institutional norms and transformed forest policy in the region. Of interest, the chapter identifies six processes of individual and collective agency that led to innovation. These include: (1) creating powerful personal narratives, (2) humanizing opponents, (3) tolerating conflict and uncertainty, (4) focusing on solutions, (5) building an inclusive vision, and (6) understanding the dynamics and psychology of change. In doing so, the authors explain the concepts of social change agency, which can be understood as a multi-level process of creating intentional change, where actors must attend to transformation at personal, inter-personal, and systemic levels in order to be successful. In the last section, positive dynamics that led to individual growth and compassionate motivations are identified at each scale, which in turn permitted generative relationships and new forms of problem-solving between actors in conflict to emerge as innovative solutions.