IPCC_Managing Risks of Extreme Events.pdf - Climate Access

Chapter 8Toward a Sustainable and Resilient FutureBox 8-4 | Innovation and Transformationin Water ManagementThe impacts of climate change in many regions arepredominantly linked to the water system, in particularthrough increased exposure to floods and droughts (Lehneret al., 2006; Smith and Barchiesi, 2009; see Section 2.5).Considering water as a key structuring element or guidingprinciple for landscape management and land use planningrequires technology, integrated systems thinking, and the artof thinking in terms of attractiveness and mutual influence, oreven mutual consent, between different authorities, experts,interest groups, and the public. One of the most pronouncedchanges can be observed in The Netherlands, where thegovernment has requested a radical rethinking of watermanagement in general and flood management in particular.The resulting policy stream, initiated through the ‘Room for theRiver’ (Ruimte voor de Rivier) policy, has strongly influencedother areas of government policy. Greater emphasis is nowgiven to the integration of water management and spatialplanning, with the regulating services provided by landscapeswith natural flooding regimes being highly valued. Thisrequires a revision of land use practices and reflects a gradualmovement toward integrated landscape planning, wherebywater is recognized as a natural, structural element. The societaldebate about the plans to build in deep-lying polders andother hydrologically unfavorable spots, and new ideas onfloating cities, indicate a considerable social engagement ofboth public and private parties with the issue of sustainablelandscapes and water management. However, although suchinnovative ideas have been adopted in policy, they take timeto implement, as there is considerable social resistance(Wolsink, 2006).8.6.3.4. LeadershipLeadership can be critical for disaster risk management and climatechange adaptation, particularly in initiating processes and sustainingthem over time (Moser and Ekstrom, 2010). Change processes are shapedboth by the action of individual champions (as well as by those resistingchange) and their interactions with organizations, institutional structures,and systems. Leadership can be a driver of change, providing direction andmotivating others to follow, thus the promotion of leaders by institutionsis considered an important component of adaptive capacity (Gupta et al.,2010), although knowledge about how to create and enable leadershipremains elusive. Leadership and leaders often do not develop independentof the institutional context, which includes institutional rules, resources,and organizational culture (Kingdon, 1995).Leaders who facilitate transformation have the capacity to understandand communicate a wide set of technical, social, and political perspectivesrelated to a particular issue or problem. They are also able to reframemeanings, overcome contradictions, synthesize information, and createnew alliances that transform knowledge into action (Folke et al., 2009).Leadership also involves diagnosing the kinds of losses that somepeople, groups, organizations, or governments may experience throughtransformative change, such as the loss of status, wealth, security,loyalty, or competency, not to mention loved ones (Heifetz, 2010).Leaders help individuals and groups to take action to mobilize ‘adaptivework’ in their communities, such that they and others can thrive in achanging world by managing risk and creating alternative developmentpathways or engaging and directing people during times of choice andchange (Heifetz, 2010).8.7. Synergies between Disaster RiskManagement and Climate ChangeAdaptation for a Resilient andSustainable FutureDrawing on the assessment presented in this chapter, it becomes clear thatthere are many potential synergies between disaster risk managementand climate change adaptation that can contribute to social, economic,and environmental sustainability and a resilient future. There is, however,no single approach, framework, or pathway to achieve this. Respondingto a diversity of extremes in the present and under varying social andenvironmental conditions can contribute to future resilience in situationsof uncertainty. Nonetheless, some important contributing factors havebeen identified and discussed in this chapter, and are confirmed by thewider literature (e.g., Lemos et al., 2007; Tompkins et al., 2008; Pelling,2010a; Wisner, 2011). Eight critical factors stand out as important:1) A capacity to reconcile short- and long-term goals2) A willingness to reconcile diverse expressions of risk in multi-hazardand multi-stressor contexts3) The integration of disaster risk reduction and climate changeadaptation into other social and economic policy processes4) Innovative, reflexive, and transformative leadership (at all levels)5) Adaptive, responsive, and accountable governance6) Support for flexibility, innovation, and learning, locally and acrosssectors7) The ability to identify and address the root causes of vulnerability8) A long-term commitment to managing risk and uncertainty andpromoting risk-based thinking.Lessons learned in climate change adaptation and disaster riskmanagement illustrate that managing uncertainty through adaptivemanagement, anticipatory learning, and innovation can lead to moreflexible, dynamic, and efficient information flows and adaptationplans, while creating openings for transformational action. Reducingvulnerability has been identified in many contemporary disaster studiesas the most important prerequisite for a resilient and sustainable future.Research has consistently found that for long-term sustainability, disasterrisk management is most impactful when combined with structuralreforms that address underlying causes of vulnerability and the structural469