Tackling wicked problems and tricky transitions: change and continuity in Cape Town's environmental policy landscape

This paper offers a reflection on 15 years of policy change in the City of Cape Town aimed at fostering sustainability from the perspective of a City practitioner. The persistent continuation of unsustainable outcomes, despite ongoing policy reforms, is understood as a combination of the emergence of wicked problems, within a changing local government mandate, in the absence of a transformation of institutional structures, tools and approaches. While the approach to policy reform in Cape Town has focussed on reducing substantive uncertainty through its knowledge-based approach, we show that in the context of an expanding local government mandate, sustainability becomes an aspect of many departments’ directive resulting in strategic uncertainty. The untransformed traditional line-function-based structure of local government in turn works against integration between departments (fundamental for addressing non-linear wicked problems), thus promoting institutional uncertainty. In addressing this combination of strategic and institutional uncertainty, our findings indicate that integration has to happen in the policy stage in order for sustainability principles to be implemented in relevant departments; that implementation requires resourcing across the institution, and ought to be included in departments’ targets; and that competing and conflicting rationalities underpin the policy–practice gap. It is suggested that a first step in breaking down the strategic and institutional uncertainties would be to foster shared values through creating deliberative spaces within the City in which debate, discussion and learning can occur.     

Genetically modified organisms in agriculture: can regulations work?

Genetically modified (GM) crops have been recognised to be economically beneficial to subsistence farmers and have been projected as essential tools for addressing challenges in hunger, environmental sustainability and international development. Yet the uncertainty of their effects on human health and the undesirable ecological consequences of these organisms have raised concerns on the rapid pace of their production. Regulating the release of these organisms is a critical environmental issue. The Cartagena protocol on bio-safety, the principle legal arrangement for the regulation of these organisms, has ratifications from only 157 countries and has proven to be a weak regulator. Countries like India and Brazil have seen the proliferation of unapproved stealth GM varieties which make regulation even more difficult. In this paper, we explore the debate surrounding the introduction of GM organisms and analyse the effectiveness of existing legal regimes to regulate their use.     

Nucleic Acid Amplification-Based Methods for Detection of Enteric Viruses: Definition of Controls and Interpretation of Results

The most effective methods for virus detection in food and environmental samples are those based on nucleic acid amplification. Complex methods must be applied by the analyst in order to control for false negative results of virus detection assays in those samples that may be contaminated by virus concentrations above the detection level. The verification of analytical results is a necessity and this depends on using an appropriate suite of controls to monitor the efficacy of the critical steps in the method and allow correct result interpretations to be made. We describe the suite of controls necessary for analysing food and environmental samples for the presence of enteric viruses by nucleic acid amplification-based methods. To exclude false negative and positive interpretations of results, the inclusion of this suite of controls will be essential when considering incorporating monitoring of viruses in food or environmental safety management plans.     

Innovation in the Knowledge Age: implications for collaborative science

Current trends validate the notion that multifaceted, multimodal interdisciplinary collaborations lead to increased research productivity in publications and citations, compared to those achieved by individual researchers. Moreover, it may be that scientific breakthroughs are increasingly achieved by interdisciplinary research teams. Nonetheless, despite the perceived importance of collaboration and its bibliometric benefits, today’s scientists are still trained to be autonomous, work individually, and encourage their graduate students to do the same—perpetuating values which impede the creation of collaborative space between disciplines. As a consequence, scientists working in teams typically report serious obstacles to collaboration. This paper builds off of recent recommendations from a 2015 National Academies report on the state of team science which emphasizes greater definition of roles, responsibility, accountability, goals, and milestones. However, these recommendations do not address the subjective, relational components of collaboration which can drive innovation and creativity. The relational side of collaboration is key to understanding the capacity and capabilities of the knowledge workers, such as scientists and engineers, who comprise interdisciplinary research teams. The authors’ recommendations, grounded in organizational communication and knowledge worker literature, include a renewed focus on the process of organizing through communication rather than focusing on organization as an outcome or consequence of teamwork, leading and cultivating team members rather than managing them, and the need to address self-driven, rather than external, motivations to engage in knowledge work.     

When the going gets tough: Employee reactions to large-scale organizational change and the role of employee Machiavellianism

Large-scale, long-term change initiatives take time to unfold, which can be a source of uncertainty and strain. Investigating the initial 19 months of a large-scale change, we argue that during these stages, employees' change-related beliefs become more negative over time, which negatively affects their work engagement and, ultimately, increases their turnover intentions. Furthermore, we investigate the impact of a trait, Machiavellianism, on change reactions and propose that employees high in Machiavellianism react more negatively during change processes as they are especially susceptible to uncertainty and stress. We test our (cross-level) moderated mediation model in a three-wave longitudinal study among employees undergoing a large-scale change (T1: n = 1,602; T2: n = 1,113; T3: n = 759). We find that employees' beliefs about the impact and value of the change are indeed negatively related to change duration and that decreases in these perceptions come with a decline in engagement and increases in turnover intentions. Moreover, employees high in Machiavellianism react more strongly to a deterioration in change-related beliefs, showing stronger reductions in engagement and stronger increases in turnover intentions than employees low in Machiavellianism. Our study offers explanations for the negative effects of large-scale changes including an explanatory factor for disparate employee reactions to change over time.