Understanding influence and action in Learning and Action Alliances: Experience from the Newcastle Blue-Green vision

Abstract

The Learning and Action Alliance (LAA) framework is increasingly valued as an approach to facilitate social learning and action by enabling collaboration within and between organisations, breaking down barriers to information sharing and facilitating co-development of innovative visions to address key environmental and societal challenges. While the social learning potential of LAAs has been documented in detail, the role of ‘action’ is relatively unexplored and there is little research into how LAAs might evolve over time to ensure longevity. Here, we explore the key achievements and limitations of the Newcastle LAA (established in 2014) through interviews with 15 LAA members. We find that interpretations of the concept of ‘action’ influences perceptions of the LAA's success. We update the structural framework of the LAA and expand the implementation phase to better reflect the agents of change that impact the LAAs' ability to apply their vision to demonstration projects. Finally, we explore the longevity of the Newcastle LAA and conclude that after running for 8 years, there may be a cyclical nature to whole-group visioning and a move towards greater intra-organisational learning. This demonstrates a shift in the primary role of the LAA over time, from learning towards greater influence and action