Cross-scale cooperation enables sustainable use of a common-pool resource

The paradigm of tax-reward and tax-punishment strategies in the advancement of public resource management dynamics

In contemporary society, the effective utilization of public resources remains a subject of significant concern. A common issue arises from defectors seeking to obtain an excessive share of these resources for personal gain, potentially leading to resource depletion. To mitigate this tragedy and ensure sustainable development of resources, implementing mechanisms to either reward those who adhere to distribution rules or penalize those who do not, appears advantageous. We introduce two models: a tax-reward model and a tax-punishment model, to address this issue. Our analysis reveals that in the tax-reward model, the evolutionary trajectory of the system is influenced not only by the tax revenue collected but also by the natural growth rate of the resources. Conversely, the tax-punishment model exhibits distinct characteristics when compared with the tax-reward model, notably the potential for bistability. In such scenarios, the selection of initial conditions is critical, as it can determine the system's path. Furthermore, our study identifies instances where the system lacks stable points, exemplified by a limit cycle phenomenon, underscoring the complexity and dynamism inherent in managing public resources using these models.

Lessons from COVID-19 for managing transboundary climate risks and building resilience

COVID-19 has revealed how challenging it is to manage global, systemic and compounding crises. Like COVID-19, climate change impacts, and maladaptive responses to them, have potential to disrupt societies at multiple scales via networks of trade, finance, mobility and communication, and to impact hardest on the most vulnerable. However, these complex systems can also facilitate resilience if managed effectively. This review aims to distil lessons related to the transboundary management of systemic risks from the COVID-19 experience, to inform climate change policy and resilience building. Evidence from diverse fields is synthesised to illustrate the nature of systemic risks and our evolving understanding of resilience. We describe research methods that aim to capture systemic complexity to inform better management practices and increase resilience to crises. Finally, we recommend specific, practical actions for improving transboundary climate risk management and resilience building. These include mapping the direct, cross-border and cross-sectoral impacts of potential climate extremes, adopting adaptive risk management strategies that embrace heterogenous decision-making and uncertainty, and taking a broader approach to resilience which elevates human wellbeing, including societal and ecological resilience.

Dynamics of collective action to conserve a large common-pool resource

A pressing challenge for coming decades is sustainable and just management of large-scale common-pool resources including the atmosphere, biodiversity and public services. This poses a difficult collective action problem because such resources may not show signs that usage restraint is needed until tragedy is almost inevitable. To solve this problem, a sufficient level of cooperation with a pro-conservation behavioural norm must be achieved, within the prevailing sociopolitical environment, in time for the action taken to be effective. Here we investigate the transient dynamics of behavioural change in an agent-based model on structured networks that are also exposed to a global external influence. We find that polarisation emerges naturally, even without bounded confidence, but that for rationally motivated agents, it is temporary. The speed of convergence to a final consensus is controlled by the rate at which the polarised clusters are dissolved. This depends strongly on the combination of external influences and the network topology. Both high connectivity and a favourable environment are needed to rapidly obtain final consensus.