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The social theory of a sustainable, collaborative learning society, or Social Theory (ST) for short, provides a framework for realizing sustainable changes that are widely supported in society. The term theory might come across as a collection of ideas not rooted in reality, devised by a researcher stationed in an ivory tower, but as Kurt Lewin famously stated: there is nothing as practical as a good theory''.'' ST is grounded in the {{Internal link|link=LC 00357|name=foundational framework|dialog=process-linkpage-dialog}}, in particular the {{Internal link|link=LC 00460|name=Expertise Management Methodology (EMM)|dialog=process-linkpage-dialog}}. EMM provides a process for collaboratively understanding complex situations in which stakeholder’s worldviews may differ, even radically.
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'''Sustainable changes for wicked problems'''  
   
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{{Include lesson learned|Lesson learned=LL 00015|Description=Stakeholders' worldviews may differ.|Reference=LC 000346}}
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The social theory of a sustainable, collaborative learning society, or Social Theory (ST) for short, provides a framework for realizing sustainable changes that are widely supported in society.  
   
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The keywords are understanding and meaning. Before anything else, the goal is to find out collaboratively what is going on in a situation and what can be done to improve it as perceived by stakeholders. At this stage, the goal is not to find a solution per se, but understanding each other’s position might already pave the way to an accommodation of worldviews that can be implemented.
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It was developed with so-called wicked problems in mind. These are problems which involve many stakeholders with different values and priorities. The issue’s roots are complex and tangled. The problems are difficult to come to grips with and  change with every attempt to address them. The challenges have no precedent. There is nothing to indicate the right answer to these problems. Large-scale disruptions such as globalization and climate change are typical wicked problems. But besides these global issues, local challenges (which often derive from global issues) can also be wicked of nature.
   
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{{Include lesson learned|Lesson learned=LL 00028|Description=Stakeholders' worldviews may differ.|Reference=LC 000346}}
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As their nature is complex, dealing with such issues is complex as well. And while quick solutions often can be found, Social Theory aims at realizing more sustainable change. Sustainable changes in light of Social Theory are seen as changes that are arguably desirable and culturally feasible and have a broad social support. Only when different stakeholders truly have been involved and have been given a voice within the process, changes will be found that will hold for a longer period of time. These are solutions all stakeholders have agreed upon (but not necessarily wholeheartedly) to support, are in line with the prevailing culture and are agreed upon to be the best solution in that specific situation. Change is seen as something that should not be enforced by one party to another party (the result of persuasion). It is the result of a process of group learning in which all stakeholders learn from each other’s perspectives, changing their initial worldviews and a more common ground is found which offers new ways to move together. A process that takes time and will not happen overnight.  
   
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With EMM, the insights and expertise of the stakeholders is captured in such a way that it can readily be extended. This allows to build Bodies of Knowledge and Skills (BOKS) systematically that serve as a base for finding improvements in situations that are arguably desirable and culturally feasible. This all amounts to a collaborative learning society. EMM itself is founded on a strong basis, including systems thinking and Luhmann’s social theory.
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In order to find such solutions and bring about this type of change an approach must be taken that takes these aspects into account. ST offers such an approach.
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<accesscontrol>Access:We got to move</accesscontrol>
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'''Framework'''
   
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EMM, however, cannot guarantee that accommodation of worldviews will happen, nor can it ensure that changes will last. ST comes to rescue here. The key idea is to steer on cultural identity: who are we, and what do we do? EMM is instrumental in finding mutual understanding, but it takes a process of reflection to find shared meaning based on our understandings. The shared meaning thus established steers a governance process leading to an assessment framework to frame solution directions. Of course, not everyone will agree with proposed solutions – e.g., the not in my backyard syndrome is famous for that– but whatever decision taken, the assessment framework that guides decision making is grounded in mutual understanding and shared meaning.
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As mentioned in the introduction (see: introduction) ST should be seen as a framework. It is not a specific method, nor an ideology, but rather tries to introduce a different way of looking at complex, interdisciplinary issues in order to reach sustainable change as described above. It aims at widening the understanding of a situation, searching for new insights and room for change. As broad social support is believed to be crucial for sustainable change it focusses on different perspectives and on learning from those different perspectives. This way ST offers us tools for social innovation processes.  
   
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{{Include lesson learned|Lesson learned=LL 00023|Description=Stakeholders' worldviews may differ.|Reference=LC 000346}}
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ST is a framework with a strong theoretical foundation, tailored to application by years of experience, gained in everyday practice. These experiences from praxis have been translated into principles (see: chapter principles) and concrete practical steps and tools (see: chapter facilitators guide). Although concrete tools and methods are offered, the framework itself should not be seen as a method. Different methods can be deployed, including ones that are not mentioned in this writing, provided they adhere to and contribute to the principles behind Social Theory. This way it can be ensured that they are used to reach the same goals.  
   
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Essentially, the ST induces a transition in society from focusing on verification – are we doing things right? – to validation – are we doing the right things collectively? So, the transition is not primarily about addressing wicked problems like climate change or social injustice, but it is really a kind of meta-transition changing our attitudes and developing our skills to cope with wicked problems and to use the same wicked problems as a vehicle to make that transition. This is not an easy transition because it has to be done with all involved in a problematic situation and it presupposes trusting each other. The latter cannot be enforced, but the engagement of stakeholders in EMM processes of mutual understanding makes trust possible. But as will become clear, every step taken in the transition process is already an improvement because of the undercurrent of mutual understanding and shared meaning.
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Two illustrate this point: Keywords within ST are ‘mutual understanding’ and ‘shared meaning’. ST believes that in order to reach desired changes, stakeholders must go through a process in which they first aim for mutual understanding (truly understanding each other’s positions and the complex situation at stake) then trying to establish shared meaning (deciding upon what we together value most and which direction we should be heading).  Different types of activities can be put to practice to explicate worldviews and the complexity of a situation, or to initiate a type of dialogue needed to reach shared meaning. ST does not necessarily prescribe the way in which this should be done, but it does urge the importance of mutual understanding and shared meaning.  
   
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{{Include lesson learned|Lesson learned=LL 00020|Description=Stakeholders' worldviews may differ.|Reference=LC 000346}}
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'''Iterative process'''
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To prevent the ST framework from being too abstract and not giving enough guidance for practice the framework has also been translated into an iterative, reflexive process. This process in a sense forms a bridge between the more theoretical principles on the one hand and the concrete tools to implement ST on the other hand. In the next part of this chapter, The Social Theory process, a closer look is taken into this process and the different “subprocesses” and elements it consists of.
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'''Meta-transition'''
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Before moving on to this circular process a last note on Social Theory in general. Social theory tries to bring about change on different levels. Whereas ST is used for addressing wicked problems like climate change or social injustice, it at the same time steers on a kind of meta-transition changing our attitudes and developing our skills to cope with wicked problems and to use the same wicked problems as a vehicle to make that transition.  Learning takes place on at least two levels. The first learning level is about understanding the ins and outs of the problematic situation at hand. The second learning level is to understand the ST process itself and to acquire the skills to be engaged in such processes. Hence knowledge and experience gained from addressing one issue will be used when addressing another complex situation (And yet at another level, the originators of ST learn from these learnings and continue developing ST itself. .).
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This way Social Theory tries to stimulate a process of group learning, both with regard to the specific wicked problem that is being addressed as well as to the process of addressing complex issues in general. Together we learn how to move in a meaningful way.
 
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Versie van 2 dec 2020 om 13:00

Sustainable changes for wicked problems

The social theory of a sustainable, collaborative learning society, or Social Theory (ST) for short, provides a framework for realizing sustainable changes that are widely supported in society.

It was developed with so-called wicked problems in mind. These are problems which involve many stakeholders with different values and priorities. The issue’s roots are complex and tangled. The problems are difficult to come to grips with and  change with every attempt to address them. The challenges have no precedent. There is nothing to indicate the right answer to these problems. Large-scale disruptions such as globalization and climate change are typical wicked problems. But besides these global issues, local challenges (which often derive from global issues) can also be wicked of nature.

As their nature is complex, dealing with such issues is complex as well. And while quick solutions often can be found, Social Theory aims at realizing more sustainable change. Sustainable changes in light of Social Theory are seen as changes that are arguably desirable and culturally feasible and have a broad social support. Only when different stakeholders truly have been involved and have been given a voice within the process, changes will be found that will hold for a longer period of time. These are solutions all stakeholders have agreed upon (but not necessarily wholeheartedly) to support, are in line with the prevailing culture and are agreed upon to be the best solution in that specific situation. Change is seen as something that should not be enforced by one party to another party (the result of persuasion). It is the result of a process of group learning in which all stakeholders learn from each other’s perspectives, changing their initial worldviews and a more common ground is found which offers new ways to move together. A process that takes time and will not happen overnight.

In order to find such solutions and bring about this type of change an approach must be taken that takes these aspects into account. ST offers such an approach.

Dit is een beveiligde pagina.

Framework

As mentioned in the introduction (see: introduction) ST should be seen as a framework. It is not a specific method, nor an ideology, but rather tries to introduce a different way of looking at complex, interdisciplinary issues in order to reach sustainable change as described above. It aims at widening the understanding of a situation, searching for new insights and room for change. As broad social support is believed to be crucial for sustainable change it focusses on different perspectives and on learning from those different perspectives. This way ST offers us tools for social innovation processes.

ST is a framework with a strong theoretical foundation, tailored to application by years of experience, gained in everyday practice. These experiences from praxis have been translated into principles (see: chapter principles) and concrete practical steps and tools (see: chapter facilitators guide). Although concrete tools and methods are offered, the framework itself should not be seen as a method. Different methods can be deployed, including ones that are not mentioned in this writing, provided they adhere to and contribute to the principles behind Social Theory. This way it can be ensured that they are used to reach the same goals.

Two illustrate this point: Keywords within ST are ‘mutual understanding’ and ‘shared meaning’. ST believes that in order to reach desired changes, stakeholders must go through a process in which they first aim for mutual understanding (truly understanding each other’s positions and the complex situation at stake) then trying to establish shared meaning (deciding upon what we together value most and which direction we should be heading).  Different types of activities can be put to practice to explicate worldviews and the complexity of a situation, or to initiate a type of dialogue needed to reach shared meaning. ST does not necessarily prescribe the way in which this should be done, but it does urge the importance of mutual understanding and shared meaning.

Iterative process

To prevent the ST framework from being too abstract and not giving enough guidance for practice the framework has also been translated into an iterative, reflexive process. This process in a sense forms a bridge between the more theoretical principles on the one hand and the concrete tools to implement ST on the other hand. In the next part of this chapter, The Social Theory process, a closer look is taken into this process and the different “subprocesses” and elements it consists of.

Meta-transition

Before moving on to this circular process a last note on Social Theory in general. Social theory tries to bring about change on different levels. Whereas ST is used for addressing wicked problems like climate change or social injustice, it at the same time steers on a kind of meta-transition changing our attitudes and developing our skills to cope with wicked problems and to use the same wicked problems as a vehicle to make that transition.  Learning takes place on at least two levels. The first learning level is about understanding the ins and outs of the problematic situation at hand. The second learning level is to understand the ST process itself and to acquire the skills to be engaged in such processes. Hence knowledge and experience gained from addressing one issue will be used when addressing another complex situation (And yet at another level, the originators of ST learn from these learnings and continue developing ST itself. .).

This way Social Theory tries to stimulate a process of group learning, both with regard to the specific wicked problem that is being addressed as well as to the process of addressing complex issues in general. Together we learn how to move in a meaningful way.