Pahl-Wostl, C., G. Becker, C. Knieper, and J. Sendzimir. 2013. How multilevel societal learning processes facilitate transformative change: a comparative case study analysis on flood management. Ecology and Society 18(4): 58.http://dx.doi.org/10.5751/ES-05779-180458

The notion of a water–energy–food (WEF) nexus was introduced to encourage a more holistic perspective on the sustainable development of natural resources. Most attention has been directed at identifying potential synergies and trade-offs among sectors that could be addressed with improved technologies and management. The governance of the WEF nexus more broadly has received comparatively little attention, and the importance of scale in space and time has been largely ignored. Inspired by scholarship on multi-level governance in individual sectors, this paper identifies four scale-related governance challenges in the WEF nexus, namely: (1)scalar fit, which arises when planning and operating procedures work at different levels along the scales of space and time in different sectors; (2)scalar strategies, wherever the levels at which actors have influence and in which action takes place are contested and negotiated; (3)institutional interplay, where rules and norms in different sectors influence each other at different levels; (4)scalar uncertainty, arising out of the complexity of multi-level and multi-scale interactions. The relevance of these four challenges is illustrated with case studies from developed and developing countries. These examples show the importance of considering multiple levels and scales when assessing the likely effectiveness of WEF nexus governance mechanisms or proposals. The cases underline the need to pay close attention to issues of power, contestation, and negotiation, in addition to the analysis of institutional design. Thus, this paper recommends that nexus governance efforts and proposals be scrutinized for scale assumptions. The four identified challenges offer a suitable starting point for diagnosis.

Pahl-Wostl, C., K. Conca, A. Kramer, J. Maestu, and F. Schmidt. 2013. Missing links in global water governance: a processes-oriented analysis. Ecology and Society 18(2): 33.http://dx.doi.org/10.5751/ES-05554-180233

Water resources management is far from being sustainable, despite decades of scholarly work to improve the conceptual foundations of water management practice. Arguments have been provided that paradigm shifts are needed towards more integrated and adaptive water management approaches. This article provides a critical reflection on the translation of such claims from discourse to practice. It reviews conceptual developments and discusses persistent challenges. Some developments that might trigger transformative change are highlighted. These include climate change, nexus approaches to integrated landscape management, and the role of indigenous communities. The article makes recommendations on how science can support mobilizing the transformative potential of these developments.

Path-breaking transformative change is needed in human-environment relations to move towards more sustainable development trajectories at local, national and global scales. Crises may trigger transformative change and learning in the short and in the long term. However, in particular, a short-term response to crises may also be reactive, strengthening established unsustainable practices and further perpetuating vulnerability and inequality rather than supporting transformative change towards a more sustainable path. To understand the nature and response to a crisis in the context of sustainability transformations, this paper elaborates on the following aspects of a crisis: What are the characteristics of a crisis? What and who shapes the narrative(s) of a crisis? What and who shapes the nature of the response to a crisis? Do responses to crises trigger higher levels of learning? Conceptual synthesis is complemented with an exploratory comparative analysis of the Cape Town water crisis and of the COVID-19 pandemic in South Africa. To this end the paper analyzes the interplay between mobilizing individual, collective and relational agency and navigating and transforming power relations to challenge and profit from already weakened unsustainable structures. This approach proves to be promising to understand the role of crises in catalysing and supporting transformative learning to eventually replace unsustainable structures. ● During and immediately after crises, it is important to identify opportunities for policy change to address persistent governance failures. ● To support transformative change towards sustainability, governments typically should adopt a network governance style and act more as a convenor for deliberative processes in the later phase of the response to a crisis. ● Formation of innovation platforms bringing together actors from different levels and different roles (e.g. pioneering innovators, investors, scientists, policymakers, regulators) could support the scaling up of local initiatives and innovative approaches that have been developed during crises.