RESUMEN
Times of crisis offer a rare opportunity to understand the mechanisms underpinning the resilience of complex adaptive systems. The coronavirus pandemic that started in 2020 overwhelmed health systems worldwide and forced governments, businesses, and individuals to deploy a range of coping and adaptation strategies. Through an online survey targeting members of the Resilience Alliance and their collaborators, we examined 61 distinct strategies deployed in the initial months of the pandemic to assess empirically which resilience-building mechanisms were actually implemented to navigate the crisis. Our results show that managing connectivity, feedbacks, and learning were essential during the initial part of the pandemic. Other principles such as building diversity, redundancy, polycentricity, and inviting participation become important in rebuilding during the aftermath of a crisis, whereas keeping a systems view, monitoring slow variables, and practicing adaptive management are practices that should be incorporated during regular times.
RESUMEN
There are many calls to use the COVID 19 crisis as an opportunity for transforming to a future trajectory that is more equitable and environmentally sustainable. What is lacking is a cohesive framework for bringing these calls together. We propose that such transitions could be informed by lessons from three decades of scholarship on abrupt and surprising change in systems of humans and nature. Over time, many social-ecological systems exhibit cycles of change consisting of sequential patterns of growth, development, crisis, and reorganization. A critical phase in the cycle is the brief period after crisis when novelty and innovation can change the future trajectory. Without being prepared for this window of opportunity, deep, systemic change may be unachievable. We propose a three-step process to identify the major drivers of the global system that need to be changed: (1) identifying what society values;(2) identifying the determinants of these valued variables;and (3) identifying the underlying drivers of the determinants and how they need to be changed. A tentative list of five such drivers are identified and discussed: (i) the economic system, (ii) homogenization, (iii) human population growth, size, and densities, (iv) consumption patterns, human ethics, and behavior, and (v) governance. They are linked to seven questions relating to how we might proceed in addressing the drivers. If response to the crisis merely reinforces the existing system, its incompatibility with the natural world and its propensity to increase inequity and conflict will likely increase fragility and lead to another version of the present calamity. If it is a deliberately transformed system that emerges its future will depend on the reorganization process, and the way the system is guided into the future. What is needed is a deliberate, fundamental cultivation of emergence to enable transformation toward better futures in order to avoid an inevitable deepening of a system that ultimately is worse for all. © 2020 by the author(s).