ABSTRACT
The action-network approach is concerned with both sustainable development and the sustainability of the innovations identified as necessary to improve environmental management, whether they originate in public administration, business management, community development, or wherever. This chapter describes some of the fundamental principles and mechanisms involved. These are divided into underlying assumptions, operational tactics and methods of working. The chapter illustrates case studies suggesting a similar methodology for developing action networks at widely varying levels of decision-making. The main criterion in these decisions is to make progress in the task at hand rather than stick rigidly to a particular boundary definition. In particular, the informal, parallel organization has the flexibility to redefine its mandate in this way during an unfolding process of problem redefinition. The chapter outlines a 'facilitation' approach to networking and a more formal 'mediation' procedure.
