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      Just Transformations to Sustainability

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      Sustainability
      MDPI AG

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          Abstract

          Transformations towards sustainability are needed to address many of the earth’s profound environmental and social challenges. Yet, actions taken to deliberately shift social–ecological systems towards more sustainable trajectories can have substantial social impacts and exclude people from decision-making processes. The concept of just transformations makes explicit a need to consider social justice in the process of shifting towards sustainability. In this paper, we draw on the transformations, just transitions, and social justice literature to advance a pragmatic framing of just transformations that includes recognitional, procedural and distributional considerations. Decision-making processes to guide just transformations need to consider these three factors before, during and after the transformation period. We offer practical and methodological guidance to help navigate just transformations in environmental management and sustainability policies and practice. The framing of just transformations put forward here might be used to inform decision making in numerous marine and terrestrial ecosystems, in rural and urban environments, and at various scales from local to global. We argue that sustainability transformations cannot be considered a success unless social justice is a central concern.

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          On the measurement of inequality

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            Who's in and why? A typology of stakeholder analysis methods for natural resource management.

            Stakeholder analysis means many things to different people. Various methods and approaches have been developed in different fields for different purposes, leading to confusion over the concept and practice of stakeholder analysis. This paper asks how and why stakeholder analysis should be conducted for participatory natural resource management research. This is achieved by reviewing the development of stakeholder analysis in business management, development and natural resource management. The normative and instrumental theoretical basis for stakeholder analysis is discussed, and a stakeholder analysis typology is proposed. This consists of methods for: i) identifying stakeholders; ii) differentiating between and categorising stakeholders; and iii) investigating relationships between stakeholders. The range of methods that can be used to carry out each type of analysis is reviewed. These methods and approaches are then illustrated through a series of case studies funded through the Rural Economy and Land Use (RELU) programme. These case studies show the wide range of participatory and non-participatory methods that can be used, and discuss some of the challenges and limitations of existing methods for stakeholder analysis. The case studies also propose new tools and combinations of methods that can more effectively identify and categorise stakeholders and help understand their inter-relationships.
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              Transformational adaptation when incremental adaptations to climate change are insufficient.

              All human-environment systems adapt to climate and its natural variation. Adaptation to human-induced change in climate has largely been envisioned as increments of these adaptations intended to avoid disruptions of systems at their current locations. In some places, for some systems, however, vulnerabilities and risks may be so sizeable that they require transformational rather than incremental adaptations. Three classes of transformational adaptations are those that are adopted at a much larger scale, that are truly new to a particular region or resource system, and that transform places and shift locations. We illustrate these with examples drawn from Africa, Europe, and North America. Two conditions set the stage for transformational adaptation to climate change: large vulnerability in certain regions, populations, or resource systems; and severe climate change that overwhelms even robust human use systems. However, anticipatory transformational adaptation may be difficult to implement because of uncertainties about climate change risks and adaptation benefits, the high costs of transformational actions, and institutional and behavioral actions that tend to maintain existing resource systems and policies. Implementing transformational adaptation requires effort to initiate it and then to sustain the effort over time. In initiating transformational adaptation focusing events and multiple stresses are important, combined with local leadership. In sustaining transformational adaptation, it seems likely that supportive social contexts and the availability of acceptable options and resources for actions are key enabling factors. Early steps would include incorporating transformation adaptation into risk management and initiating research to expand the menu of innovative transformational adaptations.
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                Author and article information

                Journal
                SUSTDE
                Sustainability
                Sustainability
                MDPI AG
                2071-1050
                July 2019
                July 17 2019
                : 11
                : 14
                : 3881
                Article
                10.3390/su11143881
                8a2cbbe8-c886-4662-86b3-5742de215959
                © 2019

                https://creativecommons.org/licenses/by/4.0/

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