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首页> 外文期刊>Technological forecasting and social change >Opening up the transition arena: An analysis of (dis)empowerment of civil society actors in transition management in cities
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Opening up the transition arena: An analysis of (dis)empowerment of civil society actors in transition management in cities

机译：开放过渡舞台：对城市过渡管理中公民社会参与者（无权）的分析

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This article shows opportunities and intricacies of transition management as a facilitated empowerment process that seeks to empower 'frontrunners' to (re-)define and take up roles in contributing to sustainability transitions. In the context of 'retreating' welfare states there is an increasing focus on 'empowering' civil society actors to take over service provisions and addressing sustainability challenges. This reorganisation of governments' responsibilities and tasks vis-a-vis civil society and businesses raises questions about the (uneven) (re-) distribution of responsibilities between different (groups of) actors. We first draw on insights from empowerment literature to elucidate the conceptual understanding of (dis)empowerment in transition management, focusing on the transition arena as the most prominent tool of the approach. We emphasise that transition management also harbours the risk of disempowerment, i.e. creating/exacerbating a sense of powerlessness and thus decreasing the ability of actors to take up roles in sustainability transitions. We apply the framework to analyse (dis)empowerment in transition management processes in four North-Western European 'welfare cities': Aberdeen (UK), Ghent (BEL), Ludwigsburg (GER), and Montreuil (FR). These processes brought together civil society actors as frontrunners in the transition arena that was facilitated by local policy officers in transition teams. Transition management appears as a fruitful intervention to boost new social relations, (re-)definitions of roles and intrinsic motivations of actors to influence sustainability transitions, yet the implementation of the empowering process principles requires new skills and mind-sets. While experimental process methodologies like transition management seem to offer new ways forward for pro-actively engaging with the intentional and unintentional changes of actor roles in the context of restructuring welfare states, how and to what extent transition management acts as a (dis)empowerment process shows that changes of roles and responsibilities need to be mediated through co-creation processes in which diverse actors jointly reflect on and discuss their roles in contributing to societal welfare.
机译：本文显示了过渡管理的机遇和错综复杂，这是一个便利的赋权过程，旨在赋权“领先者”以（重新）定义并承担起促进可持续性转型的作用。在“撤退”福利国家的背景下，人们越来越关注“赋予”民间社会参与者“权力”以接管服务条款并应对可持续性挑战。相对于民间社会和企业，政府的职责和任务的这种重组引起了人们对不同（群体）参与者之间职责（不均匀）（重新）分配的质疑。我们首先从授权文献中汲取见解，以阐明对过渡管理中的（无）授权的概念性理解，重点是作为该方法最重要工具的过渡领域。我们强调，过渡管理还存在被剥夺权力的风险，即造成/加剧无能为力的感觉，从而降低了参与者在可持续发展过渡中扮演角色的能力。我们应用该框架来分析西北四个欧洲“福利城市”（英国），根特（BEL），路德维希堡（GER）和蒙特勒伊（FR）的过渡管理过程中的（取消）授权。这些过程使民间社会行动者聚集在一起，成为过渡舞台上的领跑者，这在过渡小组的地方政策官员的协助下得以实现。过渡管理似乎是促进新的社会关系，作用的（重新）定义和参与者影响可持续发展过渡的内在动机的卓有成效的干预措施，但是授权流程原则的实施需要新的技能和思维方式。虽然像过渡管理这样的实验过程方法似乎为在福利状态调整的背景下主动参与参与者角色的有意和无意的变化提供了新的方法，但过渡管理如何以及在多大程度上充当（丧失权力）过程表明，角色和责任的变化需要通过共同创造过程来介导，在这个过程中，不同的参与者共同思考和讨论他们在促进社会福利中的作用。

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