Table 1 Operationalisation of reflexive governance based on Voß and Kemp (2006) and the transition management principles by Loorbach (2010)
| Â | Reflexivity characteristics | Operationalisation | Question for empirical case studies |
|---|---|---|---|
1 | Transdisciplinary knowledge production | Governance arrangement involves multiple actors in knowledge production | Who is involved in producing knowledge, specifically in defining the problem and the proposed solutions, and how is this organised? |
2 | Adaptivity of strategies and institutions | Governance arrangement allows for strategies and institutions to be adaptive to new insights | What mechanisms are in place to modify strategies and institutions? |
3 | Anticipation of long-term systemic effects of measures | Long-term systemic effects are considered in developing governance arrangement | To what extent and how is systems thinking embedded in the governance arrangement? |
4 | Iterative participatory goal formulation | Goals of the governance arrangement are developed in a participatory and iterative way | What structures are in place to revise and adapt goals in agenda-setting in an iterative and participatory way? |
5 | Interactive strategy development | Strategies for governance arrangement are developed interactively | What perspectives are involved in defining problems, visioning, agenda-setting, and learning, and how is this done? |