Editing IPCC:AR6/WGII/Chapter-17 (section)

==== 17.1.2.1 Drivers ====

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AR5 provides a broad overview of drivers as the determinants of climate decision-making by individuals and organisations, including social, institutional and regulatory contexts, cultural values and norms, economic resources and constraints, and the availability of information and of tools to process it. This chapter expands the discussion of the contexts for decision-making in a number of ways ( [[#17.4|Section 17.4]] ), including an examination of informal as well as formal decisions, an attention to emerging actors, particularly social movements, and consideration of several dimensions of governance. It expands the treatment of decision processes, with particular attention to framing and to the integration of multiple time frames (Sections 17.3 and 17.6).

Since AR5, there has been an increasing ambition for adaptation, signalled by growing attention to the adaptation gaps and deficits, which call for extensive and intensive levels of action ( [[#Chen--2016|Chen et al., 2016]] ; [[#UNEP--2017|UNEP, 2017]] ; [[#Tompkins--2018|Tompkins et al., 2018]] ; [[#Valente--2020|Valente and Veloso-Gomes, 2020]] ; [[#UNEP--2021a|UNEP, 2021a]] ), as well as increased attention to co-benefits between climate risk reduction and other benefits, such as equity and biodiversity conservation ( [[#Colloff--2017|Colloff et al., 2017]] , [[#17.5.1|Section 17.5.1]] ; [[#Smith--2020|Smith et al., 2020]] ). Climate risk decision-making as an object of study has emerged in a more central location within the literature as adaptation moves from planning into the realm of practice. The broad sense of urgency (summarised in [[#Wilson--2019|Wilson and Orlove, 2019]] ; [[#Wilson--2021|Wilson and Orlove, 2021]] ) shows growth of the term ‘urgency’ in both scholarly publications and the popular press since 2014, building on earlier increases starting around 2005, and a dramatic spike of the terms ‘climate crisis’ and ‘climate emergency’. Paralleling this call for more extensive and rapid action is the emergence of the term ‘transformational’ adaptation and decision-making. Transformational adaptation (defined and deeply examined in Chapters 1 and 16 and [[#17.2|Section 17.2]] ) highlights efforts that involve large-scale, systemic change ( [[#Wilson--2020|Wilson et al., 2020]] ) and involves ‘adapting to climate change resulting in significant changes in structure or function that go beyond adjusting existing practices including approaches that enable new ways of decision-making on adaptation’ ( [[#IPCC--2018a|IPCC, 2018a]] ). The complex relationship between incremental adaptation and transformational adaptation is presented and reviewed in [[#17.2|Section 17.2]] . Furthermore, the literature since the AR5 report has moved beyond the question of limits and barriers to adaptation as relevant aspects for decision-making to additionally assessing drivers of change, with increasing focus devoted to more nuanced and differentiated contexts for action.

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