JT Microsystem - the transitioning of human relations and everyday life

In Bronfenbrenner’s human ecological model, the microsystem referred to a person’s immediate lived environment (e.g. family relations, peers and immediate learning relationships).  The adapted model has retained a similar focus. However, the application of this personal and human-centred level to the Just Transition opens up the possibility for a critical exploration of the transition of everyday living.  

 

It is becoming increasingly clear that the targets of the Green Transition will not be achieved without significant and rapid changes in everyday beliefs and the ways in which we lead our lives (e.g. changes to the way we travel, generally consuming less – particularly meat - conserving household energy and recycling more).  

 

The rapid transitioning of everyday life will require not only the development of collective ecological consciousness (referred to later as the General Intellect), but also economic incentives and regulations to encourage important life changes (e.g. to electric vehicles and back to public transport; installations of heat pumps and home insulation).  

 

JT Mesosystem – from Civic Anchor Institutions to the Just Transition Organisation

The mesosystem in the adapted model is primarily concerned with the role of organisations in their social contexts.  Applied to the JT, the mesosystem level concerns the role of public, private and third sector organisations in driving the JT locally and regionally.  Reflecting the multi-level nature of the JT concept the Just Transition Organisation (JTO) can be defined by a series of commitments and capacities.  

 

First, by applying Mazzucato’s concept of ‘mission-led innovation’ [1],to the climate emergency, becoming a JTO could involve a deep commitment to the values, purposes and processes of the transition.  In most organisational cases this would result in a radical extension of existing institutional missions so that core functions are remade in terms of a distinctive contribution towards the achievement of net zero and climate justice. 

 

Second, the JT is essentially a place-based concept in which cities, regions and localities become prime settings for collaborative action by an array of organisations [2].  The concept of a place based JTO builds on the idea of a ‘civic anchor institution’.  Anchor institutions have an important presence in a place, usually through being largescale employers with the ability to make a strategic contribution to the local economy.  They are also tied to a particular place by virtue of their mission, histories, physical assets and local relationships.  Examples include local authorities, NHS trusts, universities, further education colleges, trade unions, large local businesses, the combined activities of the community and voluntary sector and housing associations [3].  In response to the COVID pandemic, City of Glasgow College for example, has identified itself as a civic anchor institution through its rapid movement to remote working to protect students and staff, support for local food banks and offering services to vulnerable care experienced young people [4].

 

Building on concept of civic anchor institutions, becoming a JTO would not only involve influencing a particular setting, but contributing to the transformation of that environment as part of the Just Transition.  On the other hand, it is possible that a multitude of organisations, large and small, could become JTOs by placing sustainability and inclusion at the heart of organisational purpose and being prepared to collaborate in order that their distinctive contribution can work in synergy with the specialisms of other similarly committed organisations. 

 

Third, a JTO would also need to transform its internal cultures, structures and practices.  One illustration of this path is the process of become a ‘Teal organisation’.  Laloux’s historical organisation theory asserts that over the past 10,000 years humanity has progressed through different organisational types.  These have been given a colour and metaphor – red (wolfpack), amber (army), orange (machine), green (family) and teal (living organism) - with the historical observation that organisational change is accelerating exponentially [5].  A Teal organisation (the latest evolution) prioritises a social mission, self-management and collaboration which would appear to fit with JT principles.  However, there is a strong counter argument that states that ‘not everyone should become Teal’ because of the relevance of a degree of hierarchic leadership to make organisations effective in the current context [6].  Becoming a Just Transition Organisation would constitute a very important and practical step not least because it does not depend on size or influence.  The key is commitment to the transition.

 

[1] Mazzucato, M. (2016) From market-fixing to market-creating: a new framework for innovation policy Industry and Innovation 23 (2) https://doi.org/10.1080/13662716.2016.1146124 - accessed 28 Oct 2021.

[2] OECD (2020), Managing Environmental and Energy Transitions for Regions and Cities, OECD Publishing, Paris, https://doi.org/10.1787/f0c6621f-en.

[3] CLES (2021) What is an anchor institution? https://cles.org.uk/what-is-community-wealth-building/what-is-an-anchor-institution/ - accessed 31 Oct 2021.

[4] City of Glasgow College (2021) A civic anchor in a time of crisis - https://www.cityofglasgowcollege.ac.uk/news-events/news/civic-anchor-time-crisis - accessed 31 Oct 2021.

[5] Laloux, F. (2014) Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage in Human Consciousness – Nelson Parker 

[6] This argument is made in - Farag, M. (2017) The Rise and Fall of a Teal NGO - https://ssir.org/articles/entry/the_rise_and_fall_of_a_teal_ngo - accessed 31 Oct 2021.

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