Insights as a transition maker

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"Within Elemental, I am diving deeper and deeper into the theme of 'transitions'. After graduating on this theme last year, I am diving deeper into the subject, both in my work and with additional training courses. I'd like to take you through three insights: solutions are part of the problem, don't forget your 'heart' and 'hands', and winding down is just as important as building up. "

Insights as a transition maker

Transitions, you read about them everywhere. I myself graduated on it last year, but I too have not finished reading about it. That is why I am training to become a 'transition maker', to help organisations contribute to the various transitions to a sustainable society. Therefore, it is high time to share my first insights with you. I will do so using three insights I have gained.

But first of all, what are we talking about when we talk about a sustainability transition?

A sustainability transition is a radical social change towards a sustainable(er) and just society, in response to a number of persistent problems in contemporary modern societies. (Grin, Rotmans & Schot, 2010, p. 1)

The word 'transition' is used too often. I also saw this happen during my graduation last year with the word 'ecosystem'. That's a shame, because by using the word without knowing properly what you are talking about, you lose value in the conversation. So, just grabbing the definition:

A transition is a jerky, fundamental change in culture, structure and ways of working at the level of a social (sub)system over the long term (20-50 years).(Rotmans, 2012)

This means transformative change for organisations and individuals, as everything we take for granted is called into question. "Such transformative change is much more radical, difficult and threatening than 'ordinary' change. Transformative change is a deep change and is about thinking, acting and organising essentially differently. It requires the almost impossible of us, namely to let go of the old and familiar on the one hand, and embrace the new and unknown on the other" (Rotmans, 2021, p.9)

So the TRANSITION is the overall change as a society, where we ourselves undergo a TRANSFORMATIONAL CHANGE, aka a transformation. I know, it's very similar, but a small distinction in language can have a big effect. In other words; transition is WHAT needs to change, transformation is HOW you do it as an organisation.

Elemental is also engaged in such transformative change. Thus, we are adjusting our direction & activities. We want to contribute constructively to accelerating the sustainability transitions that are going on. We too are keen on when to use the word 'transition' and when to use 'transformative change' or 'transformation'. And that is a learning process.

After this (long) introduction on the semantics of transitions, I would like to share 3 insights.

Insight 1: Solutions are part of the problem

Sometimes we think we are working towards a solution, but in doing so we are perpetuating the current system.

When you see a problem, you quickly think of the solution you can come up with. That is how we are conditioned, and we are rewarded for that. I was trained as an Industrial Designer where we are taught from day 1 that we are problem solvers.

However, these problems may be symptoms, an expression that the current system is not working. If you solve these problems, you thus maintain the current system. We do not solve the social, underlying problems in the system, but we optimise the current system. Thus, solutions are part of the current complex problem.

Are you optimising the system, or are you changing it?

One example is this record that Marco te Brömmelstroet some time ago shared: We may solve the symptom (polluting transport), but not the underlying problem (wanting a lot and being stuck in traffic jams every day).

This ties in with what Jan Rotmans says: "We have failed to solve the congestion problem for 50 years. We are shying away from radical solutions like road pricing and are too focused on car mobility. Even if we switch to electric transport, we will soon still be stuck in traffic jams - albeit cleaner." (2021, p.27). Incidentally, this is separate from the fact that some people enjoy being in traffic jams every day to have a moment to themselves, read the illuminating book by Thalia Verkade and Marco te Brömmelstroet.

Another example is widening roads: every time, we think that 'an extra lane' will solve the congestion problem. An extra lane temporarily solves the symptom of 'congestion on the road', but at the same time encourages more car use, causing traffic jams again. The more road space there is, the more cars get back at it too.

Insight 2: People do not change just by knowing something, the 'heart' and the 'hands' are just as important as the 'head'

At Elemental, we have long used methods to include both head, heart and hands in strategic change. In sustainability transitions, it is at least as important to pay attention to this triad.

During a presentation at our team day, a former client of the Municipality of Amsterdam talked about the application of the Amsterdam City Donut in their strategy. She referred to culture change and shared ownership as essential in making sustainability a reality, and that to do so, you need both the head and the heart in concert.

This reasoning fits precisely with the issues that the sustainability transition demands of us. As Kees Klomp says "Climate change requires a certain - prudent, committed - attitude. To contribute actively. To participate. Climate change requires intrinsic motivation."

Starting from the heart (intention), you start with the feeling of why one wants this change. After this, you shift your attention to the head (reasoning). Finally, with the hands (creation) you give the change (literally) hands and feet. You cannot have one without the other. By working with this motivation from within, you build a solid foundation that you can then support and implement.

Insight 3: Winding down is as important as building up

Innovation in recent years has focused on exploring new technologies, solutions and systems. The S-curve shows the maturity of a technology over time good weather. However, for everything that rises, some must also fall off.

This process of 'creative destruction' or 'exnovation' is frequently overlooked (Adams, 2021). Especially in sustainability transitions, phase-outs become important. After all, how are we going to phase out coal-fired power plants? How will we become less dependent on Russian gas? Which components of the current status quo will soon be phased out and phased out?

This phase-out requires new knowledge and understanding and to better understand, negotiate and reflect on the role of degradation and phase-out.

The 'winding down' phase of a transition requires a different role as a helper of the transition. There should be 'constructive demolition', and then help for those who find it difficult.

In phasing out a system or technology, empathy is needed. After all, if you used to regularly fly to Barcelona for a weekend trip, it may be uncomfortable not doing so. Or if you used to get a croissant every morning at the petrol station and have a chat, where now you drive to work in one go to charge your car there. Whatever it is, the world is going to look different and that means saying goodbye to habits and some of the benefits of the old system.

This is often insufficiently addressed within discussions around sustainability. This makes sense, because in the beginning of a transition it requires building up, experimenting and being positive. But as we reach the tipping point of the energy transition, it requires shifting our attention to how we are going to phase out the current system.

From Elemental too, this requires new knowledge and understanding. Also in our current change; how do we phase out the existing propositions? How do we ensure that we not only add new ideas, but that we are also selective on the existing ones and perhaps 'unlearn'? How do we ensure that precisely in phasing out, we can offer companies an alternative, while also realising the pain involved?

We take these three insights into our change, and how we help organisations contribute to accelerating sustainability transitions. We create strategy with organisations so that sustainable societies flourish. And to fully live through that, it is necessary to also understand the transitions to a sustainable society.

However, we are far from finished with this! So if you have an interesting perspective or want to discuss this further, feel free to send me a message or whatsapp