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Sustainable Intervention
Methods
Samenvatti ng literatuur
Findeisen & Quade (1985) Handbook of Systems
Analysis: H4 The Methodology of Systems Analysis: An
introduction and overview
Systems Analysis can be used to illustrate a problem and the complexity of it.
Useful for thought and discussion. Serves to sharpen the analysts’ appreciation of the complications
of the actual decision-making situation they are facing, forces them to think constructively and work
effectively toward it.
Success is not always the case. Depends on more factors than just the extensive knowledge of the
methodology, like perception, communication, etc.
Outcome of systems analysis can be:
- Uncovering of a feasible alternative
- Rejection of bad but strongly advocated actions
- Identify major uncertainties
- Identify key factors
Hulme (2009) The true meaning of climate change
(opinion essay)
Climate change is not only the changing of the physical climate.
It is also a social phenomenon: there’s a change in how we think and talk about climate change, our
ideas about it there are different ideas.
There is this idea that we can control the climate, but that’s naïve.
We have to rethink what we really want for ourselves and humanity.
According to the writer, we have to find new ways to use the climate change to meet our needs. We
should renegotiate how we live.
Snowden & Boone (2007) A Leader’s Framework for
Decision Making
Cynefin Framework helps leader determine the prevailing operative context so that they can make
appropriate choices. Each domain requires different actions.
, 1. Simple:
a. Cause-and-effect relations are clear and discernible by everyone
b. Response based on established practice
c. Directives are straightforward, decisions can be easily delegated, functions can be
automated.
d. Problems can arise:
i. Issues can be oversimplified
ii. Leaders are susceptible to entrained thinking
iii. Leaders can become complacent if things go smoothly, if something goes
wrong they miss what is happening and react too late.
e. The known knowns
2. Complicated
a. Cause-and-effect relations are clear, but not seen by everyone. Seen by experts.
b. Multiple right answers. Investigation needed.
c. Problems can arise:
i. Innovative suggestions by nonexperts may be overlooked or dismissed.
ii. Analysis paralysis: expert cannot agree on any answers. They hold on to their
own thinking.
d. Trade-off between finding the right answer and simply making a decision.
e. The known unknowns
3. Complex
a. At least one right answer.
b. Unpredictability and flux because of a major change.
c. Problems may arise:
i. Temptation to fall back into traditional command-and-control management
to demand a fail-safe plan. Complex domain needs a more experimental
mode.
d. The unknown unknowns
e. Tools for managing:
i. Open up the discussion
ii. Set barriers
iii. Stimulate attractors
iv. Encourage dissent and diversity
v. Manage starting conditions and monitor for emergence
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