ABSTRACT
Global value chains (GVCs) hold important potential for transformations to sustainability in a context of climate change. Yet, their potential for sustainability may depend on whether, and how, promising individual innovations can foster broader change, disrupting the current unsustainable, inequitable values and paradigms in which they are enmeshed. In this article, I present an action research study of a global coffee value chain, extending geographically from Guatemala to North America. I describe the lead firm's relational governance, a defining characteristic of which is its mentoring-driven approach to social and environmental upgrading, in which producers and buyers collaborate, learn together, and mutually solve problems, in a context of overlapping economic, social, and environmental challenges. Three key strategies for relational governance used by the lead firm include fostering collaboration and trust, providing support for producing regions, and buying above the cost of production. I examine how this relational governance has been helpful in responding to the interconnected challenges and unexpected global-change phenomena, such as climate change as well as the COVID-19 pandemic, in the coffee sector. Findings suggest that this relational governance approach helped actors to respond generatively to unprecedented, shared challenges and helped support greater sustainability overall.
ABSTRACT
Non-technical summaryThe COVID-19 pandemic can be considered an experiment forced upon the world community and, as such, responses to the pandemic can provide lessons about socio-ecological systems as well as processes of transformative change. What enabled responses to COVID-19 to be as effective as they were, right at a time when climate action is notably lagging behind what intergovernmental panels have called for? This paper examines key differences in the COVID-19 response compared to that of climate change, examining the ‘deeper’ human dimensions of these global issues. Unearthing insights into the responses to both issues provides important lessons for climate change engagement.Alternate abstract:Technical summaryIn the first half of 2020, a dramatic, fast and widespread series of changes occurred in response to the COVID-19 pandemic, in behaviors, mindsets, culture, and systems. Yet, despite the intergovernmental calls for precisely this kind of fundamental, transformative change across society regarding global warming, public opinion on climate change is fractured and collective action is slow. More research is needed on the psychosocial dimensions of climate change, to better understand what the bottlenecks are for realizing transformative change. In this paper, I examine what occurred in the COVID-19 pandemic response that could be learned for the climate crisis. I focus on three psychological aspects that made the COVID-19 response accessible and actionable in a way that climate change is not: the mental demands for understanding complex issues;psychological distance and its impacts on motivation and agency;and finite attentional resources that can render certain issues as non-salient. Lessons for climate engagement include: (1) the usefulness of concrete, simple, and personally-relatable messaging;(2) more diverse and democratized climate understandings and stories;(3) greater recognition about how psychological distance affects meaning-making and sense of agency;and (4) appreciation of attentional crowding and the need for sense-making strategies about complex issues.Alternate abstract:Social media summaryLessons from the deeper human dimensions of COVID-19 response help inform climate change engagement and transformation.