1. Adaptive Delta Management:
cultural aspects of dealing with uncertainty
Jos Timmermans, TU Delft TPM

2. Introduction Deltas are highly dynamic
physical (erosion, sedimentation, subsidence)
social (demographic)
economic (trade)
infrastructures (transport, energy, metropolization)
cultural (multi-ethnic)
Deltas require multi-issue adaptation (climate & socio-economic)
“This warrants the emergence of a branch of applied adaptation science, ADM, that is multi-issue and multi-faceted”
Adaptive Delta Management is globalising (Bangladesh, Myanmar, Vietnam, ?)

3. Adaptive Delta Management ‘Adaptive policy making applied to deltas’
Basic policy
Adaptive actions
Walker, W. E., Rahman, S. A., & Cave, J. (2001). Adaptive policies, policy analysis, and policy-making. European journal of operational Research, 128(2),

4. Dynamic Adaptive Policy Pathways
Haasnoot, M., Kwakkel, J. H., Walker, W. E., & ter Maat, J. (2013). Dynamic adaptive policy pathways: A method for crafting robust decisions for a deeply uncertain world. Global environmental change, 23(2),

5. Combining ADM approaches and cultural characteristics
ADM roots and branches
scientific roots
professional branches
characteristic dimensions
methodology
National cultures
Matching cultures and approaches
preliminary assessment
methodological issues

6. ADM Roots and Branches: overview
Adaptive Policy Making (Walker, 2001)
Science
Delta Program 2011
Practice
BD Delta Plan
US Deltas
Delta Alliance
Deltares (Building with nature )
BD Delta Plan
Deltares
DAPP
Professional
Strategic Management
Adaptive Management
Transition Management
Policy
Analysis
Science
Management
Learning
Change agents
Analysis

7. Cultural dimensions (Hofstede, 1983)
Power Distance: acceptance of inequality among its members
Individualism: the importance of the individual versus the group
Masculinity: the relative dominance of female or male values
Uncertainty Avoidance: collective tolerance for ambiguity
Long-term orientation: relative importance of a long-term and traditional view of time (dynamic, future-oriented vs. static, tradition-oriented)
Power Distance Index (PDI)
This dimension expresses the degree to which the less powerful members of a society accept and expect that power is distributed unequally. The fundamental issue here is how a society handles inequalities among people. People in societies exhibiting a large degree of Power Distance accept a hierarchical order in which everybody has a place and which needs no further justification. In societies with low Power Distance, people strive to equalise the distribution of power and demand justification for inequalities of power.
Individualism versus Collectivism (IDV)
The high side of this dimension, called individualism, can be defined as a preference for a loosely-knit social framework in which individuals are expected to take care of only themselves and their immediate families. Its opposite, collectivism, represents a preference for a tightly-knit framework in society in which individuals can expect their relatives or members of a particular in-group to look after them in exchange for unquestioning loyalty. A society's position on this dimension is reflected in whether people’s self-image is defined in terms of “I” or “we.”
Masculinity versus Femininity (MAS)
The Masculinity side of this dimension represents a preference in society for achievement, heroism, assertiveness and material rewards for success. Society at large is more competitive. Its opposite, femininity, stands for a preference for cooperation, modesty, caring for the weak and quality of life. Society at large is more consensus-oriented. In the business context Masculinity versus Femininity is sometimes also related to as "tough versus tender" cultures.
Uncertainty Avoidance Index (UAI)
The Uncertainty Avoidance dimension expresses the degree to which the members of a society feel uncomfortable with uncertainty and ambiguity. The fundamental issue here is how a society deals with the fact that the future can never be known: should we try to control the future or just let it happen? Countries exhibiting strong UAI maintain rigid codes of belief and behaviour and are intolerant of unorthodox behaviour and ideas. Weak UAI societies maintain a more relaxed attitude in which practice counts more than principles.
Long Term Orientation versus Short Term Normative Orientation (LTO)*
* also related to as PRA
Every society has to maintain some links with its own past while dealing with the challenges of the present and the future. Societies prioritize these two existential goals differently.
Societies who score low on this dimension, for example, prefer to maintain time-honoured traditions and norms while viewing societal change with suspicion. Those with a culture which scores high, on the other hand, take a more pragmatic approach: they encourage thrift and efforts in modern education as a way to prepare for the future.
In the business context this dimension is related to as "(short term) normative versus (long term) pragmatic" (PRA). In the academic environment the terminology Monumentalism versus Flexhumility is sometimes also used.

8. Cultural dimensions: some quotes
Power Distance: people demand justification for inequalities of power
Individualism: self-image is defined in terms of “I” or “we”
Masculinity: "tough versus tender"
Uncertainty Avoidance: should we try to control the future or just let it happen?
Long-term orientation: viewing societal change with suspicion or not
Power Distance Index (PDI)
This dimension expresses the degree to which the less powerful members of a society accept and expect that power is distributed unequally. The fundamental issue here is how a society handles inequalities among people. People in societies exhibiting a large degree of Power Distance accept a hierarchical order in which everybody has a place and which needs no further justification. In societies with low Power Distance, people strive to equalise the distribution of power and demand justification for inequalities of power.
Individualism versus Collectivism (IDV)
The high side of this dimension, called individualism, can be defined as a preference for a loosely-knit social framework in which individuals are expected to take care of only themselves and their immediate families. Its opposite, collectivism, represents a preference for a tightly-knit framework in society in which individuals can expect their relatives or members of a particular in-group to look after them in exchange for unquestioning loyalty. A society's position on this dimension is reflected in whether people’s self-image is defined in terms of “I” or “we.”
Masculinity versus Femininity (MAS)
The Masculinity side of this dimension represents a preference in society for achievement, heroism, assertiveness and material rewards for success. Society at large is more competitive. Its opposite, femininity, stands for a preference for cooperation, modesty, caring for the weak and quality of life. Society at large is more consensus-oriented. In the business context Masculinity versus Femininity is sometimes also related to as "tough versus tender" cultures.
Uncertainty Avoidance Index (UAI)
The Uncertainty Avoidance dimension expresses the degree to which the members of a society feel uncomfortable with uncertainty and ambiguity. The fundamental issue here is how a society deals with the fact that the future can never be known: should we try to control the future or just let it happen? Countries exhibiting strong UAI maintain rigid codes of belief and behaviour and are intolerant of unorthodox behaviour and ideas. Weak UAI societies maintain a more relaxed attitude in which practice counts more than principles.
Long Term Orientation versus Short Term Normative Orientation (LTO)*
* also related to as PRA
Every society has to maintain some links with its own past while dealing with the challenges of the present and the future. Societies prioritize these two existential goals differently.
Societies who score low on this dimension, for example, prefer to maintain time-honoured traditions and norms while viewing societal change with suspicion. Those with a culture which scores high, on the other hand, take a more pragmatic approach: they encourage thrift and efforts in modern education as a way to prepare for the future.
In the business context this dimension is related to as "(short term) normative versus (long term) pragmatic" (PRA). In the academic environment the terminology Monumentalism versus Flexhumility is sometimes also used.

9. Cultural profiles of 4 deltas

10. Combining cultural and ADM dimensions
Methodological issue: how to test these hypothesis?

11. Suitability of ADM approaches for 4 deltas

12. ?

13. Power Distance Index (PDI)
This dimension expresses the degree to which the less powerful members of a society accept and expect that power is distributed unequally. The fundamental issue here is how a society handles inequalities among people. People in societies exhibiting a large degree of Power Distance accept a hierarchical order in which everybody has a place and which needs no further justification. In societies with low Power Distance, people strive to equalise the distribution of power and demand justification for inequalities of power

14. Individualism versus Collectivism (IDV)
The high side of this dimension, called individualism, can be defined as a preference for a loosely-knit social framework in which individuals are expected to take care of only themselves and their immediate families. Its opposite, collectivism, represents a preference for a tightly-knit framework in society in which individuals can expect their relatives or members of a particular in-group to look after them in exchange for unquestioning loyalty. A society's position on this dimension is reflected in whether people’s self-image is defined in terms of “I” or “we”

15. Masculinity versus Femininity (MAS)
The Masculinity side of this dimension represents a preference in society for achievement, heroism, assertiveness and material rewards for success. Society at large is more competitive. Its opposite, femininity, stands for a preference for cooperation, modesty, caring for the weak and quality of life. Society at large is more consensus-oriented. In the business context Masculinity versus Femininity is sometimes also related to as "tough versus tender" cultures.

16. Uncertainty Avoidance Index (UAI)
The Uncertainty Avoidance dimension expresses the degree to which the members of a society feel uncomfortable with uncertainty and ambiguity. The fundamental issue here is how a society deals with the fact that the future can never be known: should we try to control the future or just let it happen? Countries exhibiting strong UAI maintain rigid codes of belief and behaviour and are intolerant of unorthodox behaviour and ideas. Weak UAI societies maintain a more relaxed attitude in which practice counts more than principles.

17. Long Term Orientation
Every society has to maintain some links with its own past while dealing with the challenges of the present and the future. Societies prioritize these two existential goals differently.
Societies who score low on this dimension, for example, prefer to maintain time-honoured traditions and norms while viewing societal change with suspicion. Those with a culture which scores high, on the other hand, take a more pragmatic approach: they encourage thrift and efforts in modern education as a way to prepare for the future.
In the business context this dimension is related to as "(short term) normative versus (long term) pragmatic" (PRA). In the academic environment the terminology Monumentalism versus Flexhumility is sometimes also used.

18. Characteristic dimensions ADM roots
values vs preferences
orientation on the future
decision making
Methodological issue
Citation communities and topic model

19. Values versus preferences+
Intended strategy
Management objectives
Definition of success
resilience
values +
Sustainability vision
preferences

20. Orientation on the future+
anticipation +
vision

21. Decision making
polycentric
process orientation
unicentric