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- Chan, Kai M. A., et al.
(författare)
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Levers and leverage points for pathways to sustainability
- 2020
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Ingår i: People and Nature. - : Wiley. - 2575-8314. ; 2:3, s. 693-717
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Tidskriftsartikel (refereegranskat)abstract
- 1. Humanity is on a deeply unsustainable trajectory. We are exceeding planetary boundaries and unlikely to meet many international sustainable development goals and global environmental targets. Until recently, there was no broadly accepted framework of interventions that could ignite the transformations needed to achieve these desired targets and goals.2. As a component of the IPBES Global Assessment, we conducted an iterative expert deliberation process with an extensive review of scenarios and pathways to sustainability, including the broader literature on indirect drivers, social change and sustainability transformation. We asked, what are the most important elements of pathways to sustainability?3. Applying a social-ecological systems lens, we identified eight priority points for intervention (leverage points) and five overarching strategic actions and priority interventions (levers), which appear to be key to societal transformation. The eight leverage points are: (1) Visions of a good life, (2) Total consumption and waste, (3) Latent values of responsibility, (4) Inequalities, (5) Justice and inclusion in conservation, (6) Externalities from trade and other telecouplings, (7) Responsible technology, innovation and investment, and (8) Education and knowledge generation and sharing. The five intertwined levers can be applied across the eight leverage points and more broadly. These include: (A) Incentives and capacity building, (B) Coordination across sectors and jurisdictions, (C) Pre-emptive action, (D) Adaptive decision-making and (E) Environmental law and implementation. The levers and leverage points are all non-substitutable, and each enables others, likely leading to synergistic benefits.4. Transformative change towards sustainable pathways requires more than a simple scaling-up of sustainability initiatives-it entails addressing these levers and leverage points to change the fabric of legal, political, economic and other social systems. These levers and leverage points build upon those approved within the Global Assessment's Summary for Policymakers, with the aim of enabling leaders in government, business, civil society and academia to spark transformative changes towards a more just and sustainable world.
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| 2. |
- Gould, Rachelle K., et al.
(författare)
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The forest has a story : cultural ecosystem services in Kona, Hawai'i
- 2014
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Ingår i: Ecology and Society. - 1708-3087. ; 19:3, s. 55-
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Tidskriftsartikel (refereegranskat)abstract
- Understanding cultural dimensions of human/environment relationships is now widely seen as key to effective management, yet characterizing these dimensions remains a challenge. We report on an approach for considering the nonmaterial values associated with ecosystems, i.e., cultural ecosystem services. We applied the approach in Kona, Hawai'i, using 30 semistructured interviews and 205 in-person surveys, striving to balance pragmatism and depth. We found spirituality, heritage, and identity-related values to be particularly salient, with expression of some of these values varying among respondents by ethnicity and duration of residence in Hawai'i. Although people of various backgrounds reported strong spirituality and heritage-related values, Native Hawaiians rated heritage connections as deeper, and lifetime residents portrayed ecosystem-identity connections as more integral to their wellbeing than did people from other backgrounds. The approach also proved useful in identifying concerns not addressed in survey and interview prompts, including postcolonial issues, access to ecosystems, and relationships between people of different ethnic backgrounds. Although understanding these nonmaterial dimensions of human-ecosystem relationships can be complex, emerging techniques eliciting qualitative and quantitative data provide feasible ways of deepening that understanding.
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