Abstract
The loosely applied concepts of transformations and transitions often result in unarticulated different visions and expectations among stakeholders regarding the orientation and ambition of a particular initiative related to system transitions/transformations. In this paper, a strategic scoping canvas and an associated facilitation process are presented as a way of enhancing shared understanding among stakeholders. Illustrations are provided of initial application in three cases related to food system transitions in Peru, Ethiopia, and Bangladesh, exploring the connectivity with approaches commonly used in the context of system transformations, including the Multi-Level Perspective on sustainability transitions, the Leverage Points approach, Capability Approach, and the theory of Large System Change. We conclude that the canvas and associated facilitation approach has proved useful in different contexts, offering opportunities for complementing existing methodologies, and potentially enhancing their efficacy in facilitated multi-stakeholder processes.
Highlights
Transformation has become a word which sometimes seems to have lost its edge
The loosely applied concepts of transformations and transitions often result in unarticulated different visions and expectations among stakeholders regarding the orientation and ambition of a particular initiative related to system transitions/transformations
We briefly explore the connectivity with relevant approaches in sustainability transition/transformations literature, notably the Multi-Level Perspective on sustainability transitions (MLP) [7], the leverage points for systems change [8], the theory of large system change [9], and the Cynefin framework [10] on complexity thinking
Summary
Transformation has become a word which sometimes seems to have lost its edge. Originally, it relates to the word metamorphosis. The loosely applied concepts of transformations and transitions often result in unarticulated different visions and expectations among stakeholders regarding the orientation and ambition of a particular initiative related to system transitions/transformations Sooner or later, such differences become apparent, but sooner would be preferable and this paper offers a perspective on facilitating multi-stakeholder partnerships to articulate, discuss, and agree on strategic orientations at an early stage of collaboration. A Theory of Change (ToC) [5] features prominently in this stage, articulating a summary strategic outlook which clarifies a vision, strategic pathways of change with relevant preconditions, clarity on anticipated roles of partners and types of interventions involved In such processes, some stakeholders feel lost in the face of the large amount of (conceptual) information involved and end up losing the overview of the core nature and orientation of the initiative. We consider it to be similar to methods used in Soft Systems Methodologies [11]
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
