Taming the Big Green Elephant: Setting in Motion the Transformation Towards Sustainability

Preface
Contents
Abbreviations and Acronyms
List of Figures
List of Tables
1 Introduction—That Big Green Elephant in the Room
1.1 Research Objectives
1.1.1 Background
1.1.2 Objectives
1.1.3 The definition of a Global Transformation Towards Sustainability—Clarification
1.2 Research Design and Methodology
1.2.1 Ideal Types: Theoretical Models and Scenarios from the Negotiation Perspective
1.2.2 Case Studies and Simulations
1.3 The Analytical Framework—Negotiation Studies as an Entry Point to Transformation Towards Sustainability
1.4 Reflexivity and Stakeholder Engagement for Transformation Towards Sustainability
2 Global Transformation Towards Sustainability—Clusters of Current Scholarly Discourse
2.1 Cluster 1: Triple Bottom Line (TBL)—The Sustainable Development Discourse
2.2 Cluster 2: Technological Innovation and Change Management—The Industrial Revolution Discourse
2.3 Cluster 3: Systems Approaches (SA)—Transformation Management and Socio-Technical Discourse
2.4 Cluster 4: Systems Approaches (SA)—Global Shifts and Globalization Discourse
2.5 Cluster 5: Process Approaches (SA)—The Center-Periphery and the Global South Discourse
2.6 Cluster 6: Process Approach—The Climate Negotiations Discourse
2.7 Interim Conclusion
3 Trade-Offs and Turnstiles as the Main Drivers of the Transformation Process Towards Sustainability
3.1 Trade-Offs
3.1.1 Global vs. Domestic/Local
3.1.2 The Unit vs. Collectivity
3.1.3 Cooperation vs. Sovereignty
3.1.4 Optimization/Efficiency vs. Consensus/Participation
3.1.5 Choice vs. Control
3.1.6 Prototypes vs. Generics
3.1.7 Linearity vs. Non-linearity
3.1.8 Incremental vs. Leap-Frogging
3.1.9 Adaptation vs. Latency
3.1.10 Causal Determinism vs. Self-Efficacy/Free Will
3.1.11 Quantitative vs. Qualitative Valuation
3.2 Interim Conclusion
4 A Critical Outlook on Assumptions—Decision Systems in Transformation Towards Sustainability
4.1 Actors
4.2 Issues
4.3 Structures
4.4 Processes
4.5 Outcomes
4.6 Interim Conclusion
5 Knowledge Diplomacy as Facilitator of Transformation Towards Sustainability—The “New Diplomacy” and Consensual Knowledge
5.1 Knowledge Diplomacy and Consensual Knowledge
5.2 Negotiation Perspectives on Consensual Knowledge
5.2.1 Power-Based Perspective on Consensual Knowledge
5.2.2 Systems Perspective on Consensual Knowledge
5.3 Case Study: The IPCC and the Generation of Consensual Knowledge for Climate Negotiations
5.4 Interim Conclusion: Convergence of Knowledge Frameworks as Opportunities and Risks—The Preceding Step Towards Global Convergence
6 The Systems Perspective on the Transformation Towards Sustainability
6.1 System Transformation and Human Cognition—Power and Identities
6.2 System Transformation—‘Grasping’ the Context of Sustainable, Low-Carbon Transformation
6.3 Transition, Transformation and Leapfrogging—Sustainable Low Carbon Policy Priorities in Countries with Emerging Economies
6.3.1 Leapfrogging of the Developing Countries—A Way Forward?
6.4 Problem Context: Energy System Transformation in Developing Countries with Emerging Economies
6.5 A Systems Perspective on Energy Transitions—Energy Policy Objectives for Countries with Emerging Economies
6.5.1 Policy Objective 1: Increase Energy Access and Energy Efficiency by Reducing Income Gaps Between Urban and Rural Areas
6.5.2 Policy Objective 2: Capacity Building for Energy Transitions
6.5.3 Policy Objective 3: Reduce the Environmental and Human Health Impacts of Energy System Transformation
6.5.4 Policy Objective 4: Accelerate the Rate of Energy-Related Technological Change
6.5.5 Policy Objective 5: Coordinate and Implement International and National Energy-Related Policies
6.6 Interim Conclusion—So What? Where Do We Go from Here?
7 Theoretical Models, Case Studies and Simulation Games as Knowledge and Decision Tools
7.1 Scenarios as Methods of Analysis of Futures
7.2 Theoretical Models and the ‘Ideal Type’—A New-Old Method of Analysis
7.3 Case Studies as Historical Analyses—The Value of Context
7.3.1 Grasping Historicity and Plurality Through Case Studies—The Value of Perspectives in Knowledge Generation
7.3.2 Procedures and the Design of Case Studies—The Role of Theoretical Models in Case Studies
7.3.2.1 Problem and Objectives
7.3.2.2 The Execution of the Case Studies
7.3.2.3 Congruence Methods—The Role of Process Tracing
7.3.3 Theory Testing and the Implications of Case Findings for Theory and Practice
7.4 Role-Play Simulation
7.4.1 The Scientific Value of Role-Play Simulations
7.4.2 The Procedures and Design of the Role-Play Simulation
7.5 Interim Conclusion: Bridging Gaps Between Theory and Practice Through Knowledge and Decision Tools
8 Ideal Types—Theoretical Models as Agent of Transformation Towards Sustainability
8.1 An Ideal Type of Transformation—The Democratic Policy Pathway
8.1.1 Context: Actors and Issues
8.1.2 Agencies: Structures and Processes
8.1.3 Audience: Outcomes
8.2 An Ideal Type of Transformation—The Authoritarian Policy Pathway
8.2.1 Challenges to Developing an Ideal Type of an Authoritarian Policy Pathway
8.2.2 Advocacy, Social Movements and Authoritarian Environmentalism
8.2.3 Context: Actors and Issues
8.2.4 Agency: Structures and Processes
8.2.5 Audience: Outcomes
8.3 An Ideal Type of Transformation—Policy Pathways Driven by Institutional Activism
8.3.1 Literature on Institutional Activism—When Activists Hold Power
8.3.1.1 Environmental Activism and Democracy
8.3.1.2 Relations Between Activism and Climate Protection—The Scientific Community as Norm Entrepreneurs?
8.3.2 Context: Actors and Issues
8.3.3 Agency: Structures and Processes
8.3.4 Audience: Outcomes
8.4 An Ideal Type of Transformation—The Technocratic/Bureaucratic Policy Pathway
8.4.1 Technocracy and Governance
8.4.2 An Ideal Type of Transformation—The Technocratic/Bureaucratic Policy Pathway
8.4.3 Context: Actors and Issues
8.4.4 Agency: Structures and Processes
8.4.5 Audience: Outcomes
8.5 An Ideal Type of Transformation—The Post-Democratic Policy Pathway
8.5.1 Post-Democracy and Institutional Interactions
8.5.2 Context: Actors and Issues
8.5.3 Agency: Structures and Processes
8.5.4 Audience: Outcomes
8.6 Interim Conclusion
9 Mexico and China—Sustainable, Low-Carbon Transformation Processes in Democratic and Authoritarian Regimes
9.1 Context—Transformation Processes and Governance Models
9.1.1 The Paris Agreement and Responses from Mexico and China
9.1.1.1 Mexico
9.1.1.2 China
9.1.2 Multiple Entry Points to Climate Mitigation in Mexico and China
9.1.2.1 Mexico
9.1.2.2 China
9.2 Case Study: The Agency of Transformation Process in Mexico—Gaps in the Discursive Function of Governance
9.2.1 Analysis between the Ideal Type and the Empirical Case Study of Mexico—Causal Mechanisms through Congruence Methods and Process-Tracing
9.3 Case Study: The Agency of Transformation Process in China—State-Guided Transition Management
9.3.1 A comparison of the Ideal Type and an Empirical Case Study of China—Causal Mechanisms through Congruence Methods and Process-Tracing
9.3.1.1 The changing meaning of social connections in selecting the political elite in China
9.3.1.2 Institutional Interactions through Partnerships—Urban Entrepreneurialism and Urban Clusters (Chengshiqun) in China
9.4 Chapter Conclusion—Theory Testing and the Implications of Case Findings for Theory and Practice
9.4.1 Lessons for Theory
9.4.2 Lessons for Practice
10 The Philippines as a Case Study—Populism and Institutional Activism in Transformation Processes Towards Sustainability
10.1 Context—Sustainable, Low-Carbon Development in the Philippines
10.1.1 The Paris Agreement and Responses From the Philippines
10.1.1.1 Sustainable Development Policies in the Philippines
10.1.1.2 Energy Security Policies in the Philippines
10.1.2 Multiple Entry Points to Climate Mitigation and Sustainable Development in the Philippines
10.1.2.1 Rural Development as an Entry Point to Sustainable, Low-Carbon Development
10.2 Case Study—Institutional Activism and Sustainable and Low-Carbon Policy Goals in the ‘Weak’ Philippine State
10.2.1 Institutional Activism in the Philippines—The Historical Context and the Party List System
10.2.1.1 Institutional Activism in the Philippines—The Appointment of Secretary Regina Lopez
10.2.2 An Ideal Type Analysis of Sustainable, Low-Carbon Development in the Philippines
10.3 Conclusion—Lessons for Theory and for Practice
10.3.1 Lessons for Theory
10.3.2 Lessons for Practice
11 The United States of America—Disruptive Governments, Social Movements and Technocrats in Transformation Processes Towards Sustainability
11.1 Context—Sustainable Low Carbon Transformation Under Protectionism and Isolationism
11.1.1 The Paris Agreement and Responses from the United States
11.1.1.1 Climate Change Discourse in the United States Under President Trump and the U.S. Response to the Paris Climate Agreement
11.1.1.2 Economic Development and Energy Security Policies in the United States—The Return of a Fossil-Based Energy and Economy System
11.1.2 Multiple Entry Points to Climate Mitigation and Sustainable Development in the United States
11.1.2.1 Non-profits, Civil Rights & Liberties Groups, and Social Movements as Entry Points to Climate Mitigation
11.1.2.2 Urban Economic Development—The Emergence of Smart Cities and Smart Enclaves
11.1.2.3 Private Investment—The Invisible Hand of Corporations and Business Entities
11.2 Case Study—Social Movements and Technocracy as Agencies of Deterrence Against Disruptive Politics in the United States
11.2.1 The Trump Administration and Social Movements—The Re-emergence of Technocratic and Post-democratic Governance Models in the United States
11.2.2 A Comparative Analysis of the Ideal Type and the Empirical Case Study of the United States—Causal Mechanisms Through Congruence Methods and Process-Tracing
11.2.2.1 An Ideal Type Analysis—Disruptive Political Leadership in the Context of Low-Carbon Transformation
11.2.2.2 Low-Carbon Transformation in a Technocratic Policy Model
11.2.2.3 Low Carbon Transformation in a Post-Democratic Policy Model
11.3 Conclusion—Prescription and Lessons
11.3.1 Lessons for Theory
11.3.2 Lessons for Practice
12 Jamaica—The Transformation Towards Sustainability of an Island Economy Under Austerity Measures
12.1 Context—Stumbling Blocks and Barriers to Sustainable, Low-Carbon Transformation
12.1.1 Carbon Lock-Ins
12.1.2 Social, Economic and Environmental Challenges to an Island Economy
12.1.3 Institutional Barriers
12.2 The Agency and Audience of Sustainable, Low-Carbon Transformation in Jamaica
12.2.1 Jamaica’s Response to the Paris Climate Agreement
12.2.2 Entry Points to Climate Mitigation, Energy Security and Sustainable Development
12.2.2.1 Embedding the Informal Economy into Sustainable, Low-Carbon Transformation
12.2.2.2 Sustainable Tourism—Efficient Hotel Buildings
12.3 A Simulation Game—The Jamaican Energy Policy Under Austerity Measures
12.3.1 The Background of the Game
12.3.2 The Game—Goals and Instruction
12.3.3 Results and Interpretation
12.3.4 Observations from the Behavioral and Negotiation Point of View
12.4 The Ideal Type of Democratic Policy-Making Under Low Capacity and Low Autonomy—The Role of Austerity Measures and Carbon Lock-Ins in Jamaica
12.4.1 The Material Value of Democracy in Jamaica
12.5 Conclusion—Capacity-Building as Key to Jamaica’s Sustainable, Low-Carbon Transformation
12.5.1 Lessons for Theory
12.5.2 Lessons for Practice
13 Lessons for Theory: A Conceptual Framework of Transformative Pathways
13.1 The Parameters of the Conceptual Framework of Transformative Pathways—The Negotiation Outlook
13.2 A Conceptual Framework of Transformative Pathways—The Congruence and Theorization of Causalities and Associations
14 Lessons for Practice: Reflexivity and Stakeholder Engagement for Transformations Towards Sustainability
14.1 Reflexivity Analysis—Developing Perspectives for Stakeholders’ Engagement
14.2 The Stakeholder Matrix and Engagement Plan
15 Conclusion—Creating Momentum for Transformation Through Purpose
15.1 Theoretical Claims: A Theory of Transformative Pathways (TTP)
15.1.1 To Summarize, the Theory has made the Following Concrete Arguments:
15.2 Further Recommendations for Facilitating the Transformation Towards Sustainability
15.2.1 Actors
15.2.1.1 The Identification of the Appropriate Capacity of Stakeholders
15.2.2 Issues
15.2.2.1 Revisit Public Discourses and Debate
15.2.3 Structures
15.2.3.1 Promoting Mobility and Global Networking
15.2.4 Processes
15.2.4.1 Highlighting the Long-Term Aspects of Interactions
15.2.5 Outcomes
15.2.6 Gaps in Knowledge and Future Research
15.2.7 Final Message
References