2019
DOI: 10.1007/978-3-030-05252-2
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Decision Making under Deep Uncertainty

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Cited by 303 publications
(101 citation statements)
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“…Under the high-emission scenario RCP8.5 A , leading to an increase of global mean temperature of 3.2°C-5.4°C, sea level could rise up to 3 m in 2100 (median value 1.95 m). 7 The 1st Delta Committee was established in 1953 after the storm surge and extensive flooding of the southwestern Netherlands in which over 1800 people were killed. This 1st Delta Committee advised on the measures to improve the flood protection of this area, predominantly by shortening of the coastline by a comprehensive system of sluices, dams and a storm surge barrier, the so called 'Delta works'.…”
Section: Slr Scenariosmentioning
confidence: 99%
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“…Under the high-emission scenario RCP8.5 A , leading to an increase of global mean temperature of 3.2°C-5.4°C, sea level could rise up to 3 m in 2100 (median value 1.95 m). 7 The 1st Delta Committee was established in 1953 after the storm surge and extensive flooding of the southwestern Netherlands in which over 1800 people were killed. This 1st Delta Committee advised on the measures to improve the flood protection of this area, predominantly by shortening of the coastline by a comprehensive system of sluices, dams and a storm surge barrier, the so called 'Delta works'.…”
Section: Slr Scenariosmentioning
confidence: 99%
“…The large range of potential future sea levels poses, however, the question: 'When and how much to adapt? ' To deal with uncertainties about the future and to minimize regret of investment decisions as the future unfolds, decision makers are urged to take an adaptive approach [6][7][8][9]. Over the last years several frameworks have been put forward to design adaptive strategies, including robust decision making [10,11], adaptive policy making [12,13], dynamic adaptive policy pathways [9,14] and engineering options analysis [15,16].…”
Section: Introductionmentioning
confidence: 99%
“…They are made up of multiple interacting components, both physical and institutional, and have hundreds of decision variables that managers can assign values to when attempting to satisfy the multitude of objectives people want from the system. They must make their decisions under all the uncertainties of future water supplies and demands [44,45].…”
Section: Challengesmentioning
confidence: 99%
“…First, human and environmental spheres are complex systems: path dependencies in both require the consideration of large time frames, and their non-linear interactions induce dynamic behavior that is difficult to anticipate and characterize. Second, deep uncertainty affects both spheres as experts and stakeholders often disagree on the causal representation of these systems, the value of key parameters for analysis, and the relevance of different metrics for describing sustainability (Lempert, 2003;Marchau et al, 2019).…”
Section: Introductionmentioning
confidence: 99%
“…On the one hand, the use of simplistic models for analysis can result in omissions relevant for determining long-term outcomes. On the other hand, if the scope of an analysis is too narrow, it is difficult to make the analysis relevant to a wide range of stakeholders (Lempert, 2003;Marchau et al, 2019). Thus, a key emerging question in sustainability sciences is how to design robust policy interventions that explicitly account for complexity and deep uncertainty and which can inform in practical detail public policy discussions of sustainability challenges that affect a wide range of actors.…”
Section: Introductionmentioning
confidence: 99%