Generating and Fostering Novelty

Gunderson, Lance; Folke, Carl; Janssen, Marcus

doi:10.5751/es-01811-110150

Cited by 12 publications

(8 citation statements)

References 21 publications

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“…Additionally, we found good leaders build strong relationships with their customers, town, state, and/or other third parties, and thus are more likely to gain financial support for making changes to increase resilience. This is consistent with prior research that showed the importance of leadership for building trust, understanding, and communication pathways, increasing the ability to manage conflict, and facilitate adaptation to changing circumstances (Folke et al 2005;Gunderson et al 2006;Pahl-Wostl 2007;Pahl-Wostl et al 2013;Emerson and Gerlak 2014;Peat et al 2017).…”

Section: Discussionsupporting

confidence: 90%

“…Staff that are reliable, flexible, knowledgeable, well trained, resourceful, and communicate effectively are able to do more work in-house and tend to build more resilient WW systems. Moreover, staff that are involved in the decision-making process are confident, committed, and trusted and work together well to make sense of complex situations, manage conflict, and build partnerships, knowledge, and support for change (Folke et al 2005;Gunderson et al 2006;Kenward et al 2011;Pahl-Wostl et al 2013;Emerson and Gerlak 2014). Good leadership helps foster staff that are more likely to engage in debates about the best adaptations to build resilience, more likely to care about the system's ability to withstand a storm, and more likely to be willing to work long hours.…”

Section: Discussionmentioning

confidence: 99%

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Marshaling Adaptive Capacities within an Adaptive Management Framework to Enhance the Resiliency of Wastewater Systems

Mullin

Kirchhoff

2018

J American Water Resour Assoc

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We assess adaptive capacity and adaptive management as measures of wastewater (WW) system resiliency using data from interviews with WW system managers (hereafter managers) impacted by past storms. Results suggest the most resilient WW systems are those with high adaptive capacities that employ an adaptive management approach to make ongoing adaptation investments over time. Greater amounts of generic adaptive capacities (i.e., skilled staff and good leadership) help smooth both day‐to‐day and emergency operations and provide a foundation for adaptive management. In turn, adaptive management helps managers both build more generic adaptive capacities, and develop and employ greater amounts and diversity of specific adaptive capacities (i.e., soft and/or hard adaptations) that are especially important for enhancing and sustaining resiliency. Adaptive management also enables managers to better understand their system's vulnerabilities, how those vulnerabilities change over time, and what specific actions may reduce those vulnerabilities. Finally, our work suggests WW system resilience critically depends on the capacities of the human systems for building resilience as much as or more so than relying only on physical infrastructure resilience. Our work contributes to filling an important gap in the literature by advancing our understanding of the human dimensions of infrastructure resilience and has practical implications for advancing resilience in the WW sector.

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Section: Discussionsupporting

confidence: 90%

Section: Discussionmentioning

confidence: 99%

Marshaling Adaptive Capacities within an Adaptive Management Framework to Enhance the Resiliency of Wastewater Systems

Mullin

Kirchhoff

2018

J American Water Resour Assoc

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“…In ecology, resilience has similar connotations, referring to "the capacity of a system to absorb disturbance and reorganize and yet persist in a similar state" (Gunderson et al 2006). This definition emphasizes persistence or recovery to a similar state somewhat more than developmental theory, in which positive, adaptive transformations are construed as one of several major classes of resilience phenomena; others are resistance and recovery.…”

Section: Resilience Theory In Human Developmental Science Compared Tomentioning

confidence: 99%

Disaster Preparation and Recovery: Lessons from Research on Resilience in Human Development

Masten¹,

Obradović²

2008

E&S

470

389

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ABSTRACT. Four decades of theory and research on resilience in human development have yielded informative lessons for planning disaster response and recovery. In developmental theory, resilience following disaster could take multiple forms, including stress resistance, recovery, and positive transformation. Empirical findings suggest that fundamental adaptive systems play a key role in the resilience of young people facing diverse threats, including attachment, agency, intelligence, behavior regulation systems, and social interactions with family, peers, school, and community systems. Although human resilience research emphasizes the adaptive well-being of particular individuals, there are striking parallels in resilience theory across the developmental and ecological sciences. Preparing societies for major disasters calls for the integration of human research on resilience with the theory and knowledge gained from other disciplines concerned with resilience in complex, dynamic systems, and particularly those systems that interact with human individuals as disaster unfolds.

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“…Although the system is reorganizing along the original regime, it has developed an alternative plan to transform in the near term; thus, it has shown both adaptive and transformative resilience (Gunderson et al 2006). Four factors appear to have been critical in building institutional resilience in ACA: flexible nested governance structures, including the devolution of responsibility to local entities; maintenance of capital stocks; retention of institutional memory; and perceptions of institutional legitimacy among constituencies.…”

Section: Discussionmentioning

confidence: 99%

Growth, Collapse, and Reorganization of the Annapurna Conservation Area, Nepal: An Analysis of Institutional Resilience

2010

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ABSTRACT. Community-based conservation institutions can be conceptualized as complex adaptive systems that pass through a cycle of growth, maturation, collapse, and reorganization. We test the applicability of this four-phase adaptive cycle in the institutional context of the Annapurna Conservation Area (ACA), Nepal. We use the adaptive cycle to assess changes in structures and processes and to explore the past, present, and possible future trends in ACA. We focus on the crisis brought about by the Maoist insurgency and changes that took place in ACA during and after this period. Our analysis suggests that the conservation institution has passed through one and a half forms of the adaptive cycle in five major historical periods in the Annapurna region since 1960. It also appears to have been resilient to the insurgency because the system maintained its identity throughout, avoided alternative undesirable states, and entered into the reorganization phase following collapse. All forms of capital and institutional performance decreased to some extent during collapse, but flexible nested governance structures, including the devolution of responsibility to local entities, the maintenance of capital stocks, the retention of institutional memory, and the perceptions of institutional legitimacy among constituencies, facilitated reorganization. The institutional system is reorganizing along the original regime, but it has also developed an alternative pathway that will transform it in the near term. We evaluate the usefulness, strengths, and weaknesses of the adaptive cycle analogy in this application.

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Generating and Fostering Novelty

Cited by 12 publications

References 21 publications

Marshaling Adaptive Capacities within an Adaptive Management Framework to Enhance the Resiliency of Wastewater Systems

Marshaling Adaptive Capacities within an Adaptive Management Framework to Enhance the Resiliency of Wastewater Systems

Disaster Preparation and Recovery: Lessons from Research on Resilience in Human Development

Growth, Collapse, and Reorganization of the Annapurna Conservation Area, Nepal: An Analysis of Institutional Resilience

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