Social systems and social engineering: Niklas Luhmann

Abstract

This chapter introduces a number of concepts from Niklas Luhmann’s social systems theory as they relate to innovation, transition and transition management. An understanding of Luhmann’s ideas on innovation and steering is essential to grasp a Luhmannian view of system innovation and transition management. Two levels of analysis are developed. The first level centres on the political system, pushing innovation and trying to manage transition, while the second level focuses on organisations and their attempts to innovate. Luhmann is eminently useful in relating the two levels and thus in laying the groundwork for a theory of innovation and transition. An analysis of the development of Dutch discourse on systems innovation, social engineering and transition management since the 1990s serves to illustrate and apply the social systems perspective. Finally, the chapter argues that modernist notions of steering pervading the governance system overestimate the role of governmental actors and underestimate other sources of innovation and systemic innovation that could be labeled ‘transition’.