How a Strategic Scoping Canvas Can Facilitate Collaboration between Partners in Sustainability Transitions

Seerp Wigboldus, Jan Brouwers and Herman Snel
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Seerp Wigboldus: Wageningen Centre for Development Innovation, Wageningen University and Research, 6708 PB Wageningen, The Netherlands
Jan Brouwers: Wageningen Centre for Development Innovation, Wageningen University and Research, 6708 PB Wageningen, The Netherlands
Herman Snel: Wageningen Centre for Development Innovation, Wageningen University and Research, 6708 PB Wageningen, The Netherlands

Sustainability, 2019, vol. 12, issue 1, 1-10

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.

Keywords: multi-stakeholder processes; sustainability transformations; sense-making; strategy; theory of change (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2019
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