Transformations are occurring across our social and ecological systems, often in detrimental ways. Our systems are fragmented and silo-ways of working persist, inhibiting coherence of actions across different parts of our systems. As such, we need different approaches to align goals, interventions and policies for systemic change. We also require mindset and value shifts that align with a more sustainable future. There is also the need for the right kind of operational concepts to support systemic change and encourage collaborations across traditional socio-political boundaries. One such concept that could support systemic change, is the concept of synergy.
Synergy is generally defined as the interaction or cooperation between two or more agents,
organisations or parts, that produces a combined effect greater than the sum of their separate effects. However, there is limited understanding of the concept of synergy and a critical research gap in understanding how to apply the concept of synergy in practice (i.e. synergic action) and its enablers. This thesis therefore explored the overarching question of how to enable synergic action to support transformations for sustainable futures.
Using a range of qualitative methods, this thesis resulted in three key findings that altogether provided five key insights that will enable synergic action to support transformations for sustainable futures. If we are to genuinely enable synergic action, we need to: 1) Foster type 3 synergic action; 2) Take a whole systems approach; 3) Build capabilities; 4) Foster intentional synergic action; and 5) Amplify action research and co-creative learning. Thus, we not only need to rethink what synergy entails and move towards new forms of synergic action but also explicitly engage with synergic action, further supported by particular kinds of capabilities. Thus, this research has practical implications for how diverse actors approach change and deliver synergic action to support transformations.
