GNGTS 2024 - Atti del 42° Convegno Nazionale

Session 2.3 GNGTS 2024 insights into the evolving nature of the problem, enabling governance structures to evolve in tandem. In this framework, governance unfolds through two distnct perspectves: ● the actvely engaged players, i.e. those called to endeavour for reaching the goal. Players, whether individuals, organizatons, or governments, navigate the complexites frsthand, making decisions and implementng actons. ● the observers who analyse, critque, and learn from the process, checking the outcomes and verifying the respect of the rules of the game. Observers contribute by providing critcal assessments, learning from outcomes, and ofering insights that can inform future governance endeavours. Just as games require collaboraton between diverse players operatng within fexible yet coherent rules, risk governance too requires opening up decision-making arenas. By "playing the game", problems can be understood more holistcally by incorporatng local risk knowledges alongside technical expertse. Partcipatory platorms allow stakeholders to jointly frame issues, trade-ofs and soluton space, building ownership over top-down plans. In short, "governing as playing the game" ofers a promising metaphor for the fexible, inclusive, adaptve forms of mult-stakeholder partcipaton with multple perspectves, and joint problem-solving demanded by today's complex risk governance challenges. The governance process has to be applied in the four phases of the Disaster Risk Management Cycle (UNDRR) (Fig. 2), adaptng goals and strategies to the current context. The view in Fig. 1 permits to emphasise also the importance of communicaton both among all the passages of the governance process and among involved subjects. In partcular, it is important to pass knowledge from those called to understand the problem, those called to take decisions and those called to implement actons. The endeavours and actvites in each passage strongly rely on the comprehension of the main requirements and specifcites of the other passages, and this aspect can be achieved only through a proper communicaton (bridge). For example, understanding the problem requires knowing which is the goal of the governance, which are the requirements of decision-makers and which could be possible and feasible actons to reach the goal. Without this entre knowledge, every understanding would remain an end in itself, potentally compromising atempts to make decisions and implement actons in the context. A proper communicaton approach, that is aware of the requirements of all the other passages and of the context in which it is developed is an essental aspect to transform governance. Resilience. The Disaster Risk Management Cycle (DRMC) conceptualizaton (Fig. 2) forms the basis for the disaster preparedness policies established by the United Natons in recent decades (Ahmad Basri et al., 2022). In the DRMC resilience can be interpreted as the ability to reach a conditon of “normality” (or “new normality”) as quickly as possible; this means the ability to close the loop of the post-event phases (response and recovery) in a fast and efectve way. This capacity is closely related to what has been done and invested before the event, i.e., in the prevision-preventon and preparaton phases, and to what has been capitalized from positve and negatve experiences in previous events.