- Climate Change
- Democracy and Civil Society
- Disaster Risk Management & Resilience
- Energy Transition
- Natural Resources Management
- Nexus: Water-Energy-Food-Environment
- Social Simulations
- Sustainable Business
- Sustainable Development Goals
- Water Management
Why, despite warnings, people continue to locate their homes and assets in exposed areas? Why do they ignore building constraints or invest in wrong solutions?
Does using social simulations actually matter and may lead to tangible changes in participants’ lives or in their everyday work? To check if our tools positively affect participants and their understanding of complex reality, we regularly conduct an evaluation of the participants’ results.
In many countries worldwide, the topic of energy transition seems to be highly charged. The array of challenges connected to this process embraces a clash of worldviews, controversies over the efficiency of existing technologies, legitimacy and quality of planned and implemented policies, disputes over the “right” energy mix as well as other complex economic and social issues.
It is a fruitful time for immersive, forward-looking approaches to problem-solving. From Henry Mintzberg’s work on “seeing first” and “doing first” in strategy development, to Stuart Darcy’s experiential futures and Richard Duke and Jac Guert’s policy exercises, we now have less linear and more active ways of exploring the future before it comes.
The World’s Future is in our hands. How can we use the social simulation to address the biggest problem facing us today?
How to bridge this enormous gap between science and policy? How to help the general public, policymakers and businesses understand both the urgency and the complexity of the situation, and get on board with taking direct action?
Social simulations give room for confronting people from different professional and personal backgrounds in a simulated setting that mirrors the dynamics of real-life challenges. How?
While the benefits of a nexus approach for individuals and societies are unquestionable, little is known how to advance this approach, especially in a multi-stakeholder environments. Global challenges that involve many diversified groups of stakeholders taking decisions under uncertainty, require collaboration on many different levels.
In 1945 the Second World War was coming to an end. By this time European thinkers, politicians and scientists were seeking for efficient ways to ensure a complete reconstruction of intellectual life in Europe and to prevent future massive conflicts among European nations.
It is an early afternoon in the Austrian Alps. A wooden terrace of a mountain shelter is bathed in sunlight – the yellow umbrellas above the small tables look like daffodils’ flowers. Under each umbrella, a group of five or six people is discussing something animatedly.