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3CHAPTER“Through thelooking-glass”3. “Through the looking-glass”3.1. Introduction – four voices of four perspectivesThe first question you can ask when you look at the storyline of Rotterdamis: how could you assess this course of events in a sensible way? How couldyou draw lessons that can be used and understood by a broad variety ofinterested persons? In this chapter we will try to answer those questions byusing the voice of four differing perspectives. We used the following perspectives:1. The politician – with a politician we mean someone who is an activemember of a political party and has a current function as an executive or amember of a council (could be local, national, federal or European). Apolitician sees CCS as part of the arena where multiple public interest areconsidered and balanced and where feasibility in terms of dominion plays alarge role.2. The policy-maker – with a policy-maker we mean someone who is acivil servant and who is involved in the policy-making process aroundeconomic, innovation, energy and climate change issues; mainly at thenational level at a department. A policy-maker sees CCS as (part of abroader) innovation, which fits within the dominant policy targets (such asthe goals for energy security or climate change mitigation).3. The entrepreneur – with an entrepreneur we mean someone who “is anowner or manager of a business enterprise who makes money through riskand initiative” 3 . An entrepreneur sees CCS as a technology and a businesscase.4. The network organiser – with a network organiser we mean someonewho is responsible for the organisation of a CCS cluster project. The networkorganiser could also be a team of persons, like the CCS team of the RotterdamClimate Initiative that consist of member from all four partners or likethe CCS team of CO 2Sense in Yorkshire (UK). The main task of the networkorganiser is to bring all relevant stakeholders together, motivate them to goahead, stimulate or push them to carry out the next steps, attract newcompanies to enforce the cluster project and act as the support unit for all inthe external world (advocacy, regulatory issues, etc.). This organisingresponsibility is supplemental to the practical responsibility for investmentof the companies involved in the cluster project. A network organiser seesCCS as a complex network project that has to be organised.What does using a perspective for an analysis mean? It means you try tolook through the eyes of a typical representative of that group. Consider theexample of a politician. What are her/his priorities? Do CCS projects have animpact on other issues in her/his constituency, especially with regard todivision of power, the absence or presence of political support, the economiccost-benefit balance for the region? What is the network of executive/3 Definition from Wikipedia (2 December 2011; searched for “entrepreneur”)19