From Policy Document to Implementation: Organizational Routines as Possible Barriers to Mainstreaming Climate adaptation

This paper aims to understand the role of organizational routines as possible barriers to the mainstreaming of climate adaptation at the implementation stage. While the mainstreaming of climate adaptation into policy documents is relatively easy, the implementation of these policies seems to be more problematic. Barriers to climate adaptation often occur during this stage as the implementation of the policies is generally undertaken by other actors than the policy-makers. These actors act based on organizational routines. As organizational routines aim to provide stability, they tend to be reaffirmative. Reorganizing the resources and practices of these actors to initiate mainstreaming then proves difficult. Consequently, the routines could prevent change that might be necessary to address new policy objectives such as climate adaptation. An analytical framework consisting of four self-reinforcing mechanisms is used to understand and explain why and how organizational routines can hamper the mainstreaming of climate adaptation during implementation. A case study is used to illustrate organizational routines as possible barriers. The paper concludes by stating that to optimize the possibilities of mainstreaming climate adaptation, a change in routines is necessary. In order to stimulate change in organizational routines, the focus should be on reflecting on existing routines, legitimacy building and learning.