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This article takes stock of the 2030 Agenda and focuses on five governance areas. In a nutshell, we see a quite patchy and often primarily symbolic uptake of the global goals. Although some studies highlight individual success stories of actors and institutions to implement the goals, it remains unclear how such cases can be upscaled and develop a broader political impact to accelerate the global endeavor to achieve sustainable development. We hence raise concerns about the overall effectiveness of governance by goal-setting and raise the question of how we can make this mode of governance more effective.
Technical Summary
A recent meta-analysis on the political impact of the Sustainable Development Goals (SDGs) has shown that these global goals are moving political processes forward only incrementally, with much variation across countries, sectors, and governance levels. Consequently, the realization of the 2030 Agenda for Sustainable Development remains uncertain. Against this backdrop, this article explores where and how incremental political changes are taking place due to the SDGs, and under what conditions these developments can bolster sustainability transformations up to 2030 and beyond. Our scoping review builds upon an online expert survey directed at the scholarly community of the ‘Earth System Governance Project’ and structured dialogues within the ‘Taskforce on the SDGs’ under this project. We identified five governance areas where some effects of the SDGs have been observable: (1) global governance, (2) national policy integration, (3) subnational initiatives, (4) private governance, and (5) education and learning for sustainable development. This article delves deeper into these governance areas and draws lessons to guide empirical research on the promises and pitfalls of accelerating SDG implementation.
Social Media Summary
As SDG implementation lags behind, this article explores 5 governance areas asking how to strengthen the global goals.
Designed as a follow-up to the Millennium Development Goals (MDGs), which guided international development policies from 2000 to 2015, the 2030 Agenda proposed a new development road map for the subsequent fifteen-year period. The most iconic SDGs deal with the eradication of poverty and hunger, the fight against climate change, and the creation of a global partnership for sustainable development. The chapter shows that the SDGs’ script was not written in advance for the UN supertanker does not follow a predetermined route. The 2030 Agenda is also a useful reminder that for every global public policy adopted, alternative courses of action that were once part of the conversation are discarded along the way. Our analysis illuminates not only the experimental nature of the SDGs’ creation but also the power relations and the political choices that the SDGs reflected. Among other things, the 2030 Agenda was also profoundly marked by a set of practices related to goal-setting. In addition, convergence around sustainable development can be seen as the silver bullet of the 2030 Agenda, together with the idea that global poverty must be eradicated and that in this process, no one should be left behind.
Overweight and obesity are universal health challenges. Recent evidence emphasises the potential benefits of addressing psychological factors associated with obesity in dietary programmes. This pilot study investigated the efficacy and acceptability of a combined online and face-to-face dietary intervention that used self-compassion, goal-setting and self-monitoring to improve dietary behaviour, as well as psychological factors associated with dietary behaviour.
Design:
Embedded mixed methods including a 4-week before-after trial and a one-on-one interview. Quantitative outcomes of the study were the levels of self-compassion; eating pathology; depression, anxiety and stress; and dietary intake. Qualitative outcomes were participants’ perceptions about the acceptability of the intervention.
Setting:
UNSW Kensington campus.
Participants:
Fourteen participants with overweight and obesity aged between 18 and 55 years old.
Results:
Results showed that the intervention significantly improved self-compassion and some aspects of dietary intake (e.g. decrease in energy intake) at Week Four compared with Week Zero. Some aspects of eating pathology also significantly decreased (e.g. Eating Concern). However, changes in self-compassion over the 4 weeks did not significantly predict Week Four study outcomes, except for level of stress. Most participants found self-compassion, goal-setting and self-monitoring to be essential for dietary behaviour change. However, participants also indicated that an online programme needed to be efficient, simple and interactive.
Conclusions:
In conclusion, the current study provides preliminary but promising findings of an effective and acceptable combined online and face-to-face intervention that used self-compassion, goal-setting and self-monitoring to improve dietary habits. However, the results need to be examined in future long-term randomised controlled trials.
Results are the most tangible and readily measurable of the horizontal dimensions of performance. Hence, we shall begin our discussion at the end, by examining those approaches to performance management that are results-focused. This includes individual results as well as those associated with group and organisation-wide results. The chapter begins with an overview of those facets of work performance that are commonly characterised as ‘results’. Next we consider some of the key concepts associated with defining and measuring results, the promise and perils of results measurement, and the requirements for measurement reliability. The remainder of the chapter is then devoted to a discussion of two of the most widely applied results-based performance measurement and management methods, namely goal-setting and the balanced scorecard.
Most writers on negotiation (e.g. Cohen 2003; Fisher & Ertel 1995; Lax & Sebenius 2006; Thompson 2005) and most practitioners will acknowledge that good preparation leads to improved negotiation. However, there is little research specifically into how negotiators actually prepare. In one major commercial negotiation (the Tanker Refit case, examined more closely in Chapter 4), one of the parties invested a lot of time in collecting information to try to fully understand the situation they were negotiating about. In another major negotiation (the Telco JV case – see Chapter 12) the negotiators found themselves spending about two hours in preparation for each hour of meeting with the other party. On the other hand a team negotiating a major infrastructure contract spent very little preparation time together prior to their meeting with the potential customer (Lindholst 2015). What the negotiation literature does offer are preparation checklists that give some structure to a negotiator’s preparation (for examples, see Fisher & Ertel 1995; Fleming & Hawes 2017; Lewicki, Barry & Saunders 2015; Thompson 2005). These checklists vary in their advice, but they commonly include the need to set goals for the negotiation, as goals are believed to be an inherent aspect of planning (Futrell 2011; Wilson & Putnam 1990) and central to negotiation success.
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