4.2 Understanding and acting on positive tipping points

Steven R. Smith, Lukas Fesenfeld, Sara M. Constantino, Franziska Gaupp, Viktoria Spaiser, Emma Bailey, Tom Powell, Caroline Zimm, Peter Barbrook-Johnson, Avit Bhowmik, Laura Pereira, Isabelle Stadelmann-Steffen

Steven R. Smith, Lukas Fesenfeld, Sara M. Constantino, Franziska Gaupp, Viktoria Spaiser, Emma Bailey, Tom Powell, Caroline Zimm, Peter Barbrook-Johnson, Avit Bhowmik, Laura Pereira, Isabelle Stadelmann-Steffen

Key Messages

  • Positive tipping points (PTPs) don’t just happen, they need to be actively enabled by stimulating innovation, shaping markets, regulating business and educating and mobilising the public.
  • ‘Positive’ is a value judgement. Rapid decarbonisation may involve losers as well as winners.

Recommendations

  • PTPs in solar and wind energy have taken several decades to emerge. Government, business and civil society all need to play a more active part in accelerating progress across all sectors and domains.
  • PTP theory and methods require a comprehensive, systematic and transdisciplinary programme of research and development.
  • Some PTPs, for example those in sociotechnical systems that depend on achieving price parity, are easier to define and predict than others. Decision makers need reliable information and frameworks to assess the potential for, and proximity of, PTP opportunities to beneficially transform systems.

Summary

The human systems and enablers of positive tipping points (PTPs) span multiple domains of technology, politics, economy and social behaviour. Many key features of Earth system tipping points ESTPs also apply to PTPs, including the presence of reinforcing and dampening feedbacks, nonlinear change, cascade effects, resilience, and path dependence. The primary differences with PTPs (as opposed to Earth System Tipping Points) are intention, agency and desired outcomes. The intention of PTPs is to promote (not prevent, as in ESTPs) tipping and system transformation. Agency is focused on interventions that maximise the potential for tipping to occur. Desired outcomes are systems-compatible with a safe and just world. To encourage desired outcomes, agents can intervene in three ways: 1) they can create the enabling conditions for a tipping point; 2) they can enhance the reinforcing feedbacks that drive change, and/or neutralise the dampening feedbacks that resist change; and 3) they can attempt to trigger positive tipping points. PTP system dynamics typically involve three phases of enabling, accelerating and then stabilising change. Once a tipping point has been crossed, a system enters an accelerating phase of nonlinear change dominated by reinforcing feedbacks, before stabilising again in a qualitatively different state. Other, undesired outcomes are also possible, including ‘shallower’, less sustainable outcomes, and unintended consequences. Tipping cascades can occur across multiple sectors and domains, as one tipping point triggers another, and then another, potentially leading to widespread societal change.

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