Abstract
Building resilience is a core element of urban resilience that refers to both the (1) intended physical change of the building stock and the related blue, green, and grey infrastructure, as well as (2) the social process of increasing resilience through the goal-driven cooperation of scientists and practitioners. Building resilience at the interface of science and practice is characterized by tensions and a range of approaches to dealing with tensions. To specify this proposition, this research note adopts a strategic spatial planning perspective and introduces the typology of “motors of change” from organizational and management research. We focus on a goal-driven motor of change (“teleology”) and highlight three approaches to dealing with tensions: developing a strategic focus of knowledge integration, setting priorities to enhance resilience as a pro-active ability of disaster risk reduction (DRR), and compromising in the management of trade-offs, such as those between the scales of resilience. For the purpose of illustration, this research note refers to examples of building resilience at a local level in Germany, dealing with heat stress in urban areas, managing the risk of extreme flood events, and analyzing the resilience of innovative infrastructure solutions.
Highlights
The decade from 2011 to 2020 was the “hottest” in history and the average global temperature by 2020 had risen by 1.2 ◦ C since the start of the industrial era [1]
We propose that building resilience and disaster risk reduction (DRR) are related to a high priority of anticipation and planning, despite well-known voices that underline the limitations of effective planning in a complex, uncertain, and ambiguous world [13,43]
Dealing with complexity in knowledge integration through developing a strategic focus: Especially at the interface of science and practice, knowledge integration is characterized by the complexity of contents, frames, and approaches to integration
Summary
The decade from 2011 to 2020 was the “hottest” in history and the average global temperature by 2020 had risen by 1.2 ◦ C since the start of the industrial era [1]. We further differentiate the notion of a goal-driven process in three more specific process patterns at the interface of science and practice in the form of a project: (1) developing a strategic focus of collective action, especially with regard to tensions in knowledge integration; (2) setting a priority on building resilience and DRR as pro-active ability; and (3) negotiating compromise, if managing trade-offs is possible.
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