Abstract
This chapter will discuss how participative governance frameworks can also be an interesting approach for Organizations or Institutions targeting a sustainable development goal and how these frameworks can contribute to frame (more) collectively an expected equilibrium between reducing the impact of the economical activities on climate change and environment by maintaining economical growth and respecting social concerns. We will describe and discuss our empirical case study which objective was the implementation of a sustainable development plan within a public Institute. This case study will show the advantage of participatory frameworks and the limits of stakeholders’ participation model in some specific contexts. The practical approach we designed will be introduced with reference to some theoretical frameworks (based on decision aid methodologies, stakeholders’ theory and contracts theories). In particular, different levels of participation (information, consultation, association-participation, and deliberation-concertation), according to three models of democracy (representative, participative and deliberative), have to be distinguished before being used.
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- 1.
Observatoire National sur les Effets du Changement Climatique ONERC. (2006). Stratégie nationale d’adaptation au changement climatique. 97 pages. http://www.developpement-durable.gouv.fr/IMG/ecologie/pdf/Strategie_Nationale_2.17_Mo-2.pdf
- 2.
See for example Climategate accident in November 2009 where the IPCC panel was pointed as using questionable procedures to confirm their hypothesis about CC.
- 3.
See the debates in US about petrol reliance after BP Deepwater Horizon explosion in 20th April 2010 and its catastrophic consequences.
- 4.
See Kyoto protocol ratification, and more recently Copenhaguen forum failure.
- 5.
- 6.
See the collaborative work managed by IRSN with the participation of INERIS, AFSSA, INRA, INVS, ADEME and IFEN: Report “Experts et grand public: quelles perceptions face au risque?” Published in February 2007.
- 7.
See the Risk communication and government. Public and regulation affairs. http://www.inspection.gc.ca/english/corpaffr/publications/riscomm/riscomm_ch1e.shtml
- 8.
See the Quel horizon pour les sciences de gestion ? Vers une théorie de l’action collective in Les nouvelles fondations des sciences de gestion. Collective book coordinated by David A., Hatchuel A., Laufer R., pp 7–43. Vuibert Edition and LAUFER R. (1996). Quand diriger c’est légitimer. Revue Française de gestion, vol.111, pp. 12–37.
- 9.
See the different laws and conventions like: the Aarhus conventions in 1998 about the right to be informed and involved as citizens in problems dealing with environmental concerns and the 2000/60/CE water directive. In the French context: 95–102 law about environmental protection, 52–1265 law that has instituted the need for dialogue between the State, territorial collectivities and the project manager, 2000–1208 law about solidarities and urban renewal about Local land use planning and more recently Grenelle I and II laws.
- 10.
To know more about this structure: Implementation of local committee in the vicinity of industrial Seveso sites, France. Proceedings of the international seminar “RISK: perception, communication, acceptability”. 3–4 October 2005, Bruges, Belgium, pp. 47–66.
- 11.
See Marc Sengnier. (1905). L’Esprit démocratique. Paris. Perrin. In France, the first step to introduce a counter-power within the organizations started with the law of 1884 called Waldeck-Rousseau law that authorized the trade unions actions.
- 12.
To read more about this model, read Pierre Rosenvallon in “La contre démocratie. La politique à l’âge de la défiance”, Seuil, 2006. Points-Essais, n° 598, 2008 and Joshua Cohen with Joel Rogers “Associations and Democracy”, London, Verso, 1995.
- 13.
To get more details about these approaches see Merad M. (2010). Aide à la décision et expertise en gestion des risques. Editions Lavoisier.
- 14.
This section is based on works submitted to publication in a paper entitled “Using a multi-criteria decision aid methodology to implement sustainable development principles within an Organization” by Merad et al. (2010).
- 15.
“il ne construit pas ce qu’il lui plaît, mais il choisit ce qu’il lui plaît de construire ”. La création scientifique. Genève: Université de Paris, Ed. René Kister.
- 16.
See Merad et al. (2003). Use of multi-criteria-aids for risk zoning and management of large area subjected to mining-induced hazards. Tunnelling and Underground Space Technology, 2004, vol. 19, n° 2 and Merad et al. (2008). Urbanisation control around industrial Seveso sites: the French context. International Journal of Risk Assessment and Management - Issue: Volume 8, Number 1-2/2008 -Pages: 158–167.
- 17.
The General Director is nominated by decree by the government.
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Merad, M., Dechy, N., Marcel, F. (2012). Adapting Participative Governance Framework for the Implementation of a Sustainable Development Plan Within an Organization. In: Karl, H., Scarlett, L., Vargas-Moreno, J., Flaxman, M. (eds) Restoring Lands - Coordinating Science, Politics and Action. Springer, Dordrecht. https://doi.org/10.1007/978-94-007-2549-2_11
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