How to Support Synergic Action for Transformation: Insights from Expert Practitioners and the Importance of Intentionality

Eugyen Suzanne Om (), Ioan Fazey, David Tyfield, Lee Eyre, Mick Cooper, Esther Carmen, Declan Jackson, James Fearnley, Luea Ritter, Rebecca Newman and Stefan Cousquer
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Eugyen Suzanne Om: Department of Environment and Geography, Wentworth Way, University of York, Heslington, York YO10 5NG, UK
Ioan Fazey: Department of Environment and Geography, Wentworth Way, University of York, Heslington, York YO10 5NG, UK
David Tyfield: Lancaster Environment Centre, Library Avenue, Lancaster University, Bailrigg, Lancaster LA14 YQ, UK
Lee Eyre: Department of Environment and Geography, Wentworth Way, University of York, Heslington, York YO10 5NG, UK
Mick Cooper: Professor Mick Cooper School of Psychology, University of Roehampton, London SW15 5PJ, UK
Esther Carmen: Social, Economic and Geographical Sciences, The James Hutton Institute, Craigiebuckler, Aberdeen AB15 8QH, UK
Declan Jackson: Department of Environment and Geography, Wentworth Way, University of York, Heslington, York YO10 5NG, UK
James Fearnley: Department of Environment and Geography, Wentworth Way, University of York, Heslington, York YO10 5NG, UK
Luea Ritter: Collective Transitions, Baselstrasse 69b, 4132 Muttenz, Switzerland
Rebecca Newman: Department of Environment and Geography, Wentworth Way, University of York, Heslington, York YO10 5NG, UK
Stefan Cousquer: Hult Ashridge Executive Education, Hult International Business School, Ashridge House, Berkhamsted, Hertfordshire HP4 1NS, UK

Sustainability, 2025, vol. 17, issue 15, 1-19

Abstract: A global poly-crisis of climate change, biodiversity loss, dwindling natural resources, geopolitical instability, among other complex challenges, is on the rise. Societal transformations are therefore imminent, whether intended or unintended. The key question is how to steward and facilitate such changes where fragmentation and siloed ways of working persist. The concept of synergies and the notion of synergic action could help overcome fragmented efforts to steer transformative changes. However, there exists a critical research gap in understanding the conditions needed to enable synergic action. This paper thus explores how synergic action is currently undertaken and the key essentials needed to deliver synergic action. The study uses a case study of the Yorkshire food system transformation to learn from its exemplar practitioners. The study used semi-structured interviews and a thematic analysis process to reach our two key findings. First, we highlight the three types of synergic action: (1) Non-systemic synergic action, (2) Non-systemic synergic action with multiple outcomes, and (3) Systemic synergic action. Differentiating types of synergic action can help identify where synergic action is already underway and guide more explicit efforts towards transformative change. The second key finding is the five essentials for synergic action, which are (1) leadership for synergic action; (2) networking, partnerships, and collaborations; (3) care and understanding; (4) a systems approach; and (5) intentionality for synergic action. This study brings to the fore the importance of intentionality, without which the first four essentials are less likely to coalesce. This is important to inform the reflection and learning of practitioners of systemic change about how they are currently and could be working more synergistically in the future, driven by clear intentionality.

Keywords: fragmentation; siloes; capabilities; collaboration; systems approach; leadership (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2025
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