A social learning and transition perspective on a climate change project in South Africa

Abstract The agricultural sector of the Western Cape is highly affected by climate change and thus requires fundamental change to move to a more resilient path. We analyze the development of a climate change plan to obtain a better understanding of what is needed to make such a strategic intervention meaningful in terms facilitating a sustainability transition. We use the concept of transition arena to understand how group composition and processes facilitated or hindered structural change, and apply social learning theory to uncover learning processes and outcomes for whether capacity and momentum for moving towards a more climate resilient sector were created. Commitment on the part of project members created trust in the project and vice versa, while the ongoing involvement of governmental actors was key for creating capacities and commitment for change. The limited participation of niche actors may have hampered the ability to identify more innovative development pathways.