Identifying leverage points for strengthening adaptive capacity to climate change. Issue 1 (1st January 2020)

• Record Type: Journal Article
• Authors: Rosengren, Linda M.; Raymond, Christopher M.; Sell, Mila; Vihinen, Hilkka
• Is Part Of: Ecosystems and people. Volume 16:Issue 1(2020)
• Page Start: 427
• Page End: 444
• Publication Date: 2020-01-01
• Subjects: Jacqueline Loos; adaptive capacity -- leverage points -- climate change adaptation -- transformation -- sustainability; Ecosystem management -- Periodicals; Biotic communities -- Social aspects -- Periodicals; Ecosystem management; Periodicals; Electronic journals; 333.9516
• DOI: 10.1080/26395916.2020.1857439
• Languages: English
• ISSNs: 2639-5908

Abstract

ABSTRACT: Leverage points from systems research are increasingly important to understand how to support transformations towards sustainability, but few studies have considered leverage points in strengthening adaptive capacity to climate change. The existing literature mainly considers strengthening adaptive capacity as a steady and linear process. This article explores possibilities to fast track positive adaptive capacity trajectories of small-scale farmers in the Northern Region of Ghana. Leverage points were identified by triangulating data from semi-structured interviews with farmers (n=72), key informant interviews (n=7) and focus group discussions (FG1 n=17; FG2 n=20). The results present two ways to approach adaptation planning: 1) using four generic leverage points (gender equality, social learning, information and knowledge, and access to finance) or 2) combining the adaptive capacity and leverage point frameworks, thereby creating 15 associations. The generic points provide a set of topics as a starting point for policy and intervention planning activities, while the 15 associations support the identification of place-specific leverage points. Four benefits of using leverage points for adaptive capacity in adaptation planning were identified: guidance on where to intervene in a system, ability to deal with complex systems, inclusion of both causal and teleological decision-making, and a possibility to target deep, transformative change.