Paving the way for societal transitions

Rather than focusing on measuring the financial successes of ACCEZ’s projects, our collaboration took a different approach, focusing on the qualitative impact of the transdisciplinary interventions being conducted by ACCEZ. The goal was to prioritize discovered social changes (small or big) in beneficiaries, emphasizing the importance of the process over the final outcome. This was especially relevant, as change, like social transitions, are usually not visible throughout the timeline of an intervention, and even harder to attribute to specific activities. 

To evaluate the impact of transdisciplinary collaborations supported by ACCEZ, we chose a combined approach using a specific framework (The SIAMPI method) and theory (Bolhuis’s overview of transition failures) to establish connections between micro level interactions and societal transitions:

The SIAMPI Method

The SIAMPI framework is used to assess the quality of interactions between researchers and societal partners. Interactions are deemed “productive” when they lead to the creation and adoption of new knowledge, ideas, and practices. For example, productive interactions can foster shared visions, strengthen or create networks, and support the exchange of expertise and skills.

Bolhuis' Overview of Transition Failures

We then looked at Bolhuis' overview of mechanisms that takes inspiration from market failure: Market failure theory is based on the premise that a well-functioning market, guided by price mechanisms, achieves an optimal balance. However, when it comes to complex societal challenges that demand deep, systemic change, traditional market failure theory falls short. Transition theory offers an alternative perspective, identifying ten specific "transition failures" (such as lack of shared vision, shortage of appropriate knowledge, and limited learning adaptability) — mechanisms that, if not properly managed, can cause a transition process to break down.

Based on this, we assumed that productive interactions coming as a result from ACCEZ’s projects can counter and prevent these transition failures and contribute to the creation of a transition. Using a set of predefined criteria, we chose a case study approach and selected three projects that were/are supported by ACCEZ and are taking place in South Holland: Duin en Bollenstreek, Waarde van Water, and Coalition of the Willing. To familiarize ourselves with the projects, we conducted desk research by reviewing materials such as project proposals and reports. The initial phase helped us identify key themes and actors, which in turn informed the first round of interviews. We had multiple rounds of interviews with different stakeholders that helped us dive deeper into project outcomes and shifts in behaviors. The process was guided by a sounding board that consisted of individuals with diverse backgrounds, expertise, and perspectives, who provided valuable insights and guidance at different stages of the project. 

Across all three projects, a common pattern emerged: a shift from an individualistic "I" mindset to a more collective and inclusive "we" perspective. More specifically in the Coalition of the Willing project, we observed that the project’s strength lay in mobilizing collective action through collaboration and building a network of individuals united by a shared vision. Furthermore, the projects address lack of appropriate knowledge by introducing new innovative solutions for farmers – for example, Coalition of the Willing introduced methods for testing soil quality, while Duin en Bollenstreek created infographics that highlight the sustainable benefits of growing diverse tulip bulbs together (as opposed to growing the same breed). These efforts collectively encourage the adoption of new practices based on learned knowledge.

A comprehensive report was produced to detail the findings, along with an infographic providing a visual summary of the main results.

Through this analysis, we found that ACCEZ addresses and mitigates various mechanisms of transition failures such as structural challenges and knowledge production through innovative activities that centralize the people most affected by the issue. The analysis also indicated that the projects do not contribute to all failure mechanisms, and based on this, we gave the ACCEZ board recommendations on their strengths and areas to improve to continue their work on driving change. 

Looking forward

Our collaboration with ACCEZ has reinforced the idea that evaluating societal impact requires a dynamic, flexible approach—one that acknowledges both the complexity of change and the value of small-scale interactions. As a member of the sounding board reflects: "What struck me in particular was how the researchers were able to uncover invisible effects that would normally go unnoticed by following up with stakeholders. This provides a much deeper, richer view of impact than traditional evaluation forms used."

By continuing to use and test methodologies like SIAMPI and transition failures, we can help organizations like ACCEZ measure their impact more effectively and strengthen their ability to drive meaningful societal transitions.

The partnership has been a learning journey for all involved, and we hope it contributes to broader discussions on how we assess and support efforts toward a more sustainable future.