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In 2012 the Dutch High-Water Protection Programme (HWPP) was initiated. This programme prioritised dike strengthening projects for the near future with a yearly budget of around 350 million Euros. A safety assessment 2011–2013 indicated the need to strengthen 748 km of dikes. To achieve this, it was recognised that generation and dissemination of state-of-the-art-knowledge was necessary. For this purpose, four Spatial and Technical Research Projects (STRPs) were initiated. The challenge for these STRPs is to generate and disseminate the developed knowledge that is relevant for other dike strengthening projects within the HWPP. This paper examines whether the STRPs have successfully undertaken activities to generate and disseminate new knowledge to relevant stakeholders. We examine how the generation and dissemination of knowledge from the STRPs to the HWPP-projects and water management organisations in the Netherlands took place and might be further facilitated. [ABSTRACT FROM AUTHOR]

In delta areas, flood protection structures and large-scale land reclamation are preferential water management strategies to cultivate soft delta soils. Over the past decades, river embankments, upstream dams, land reclamation, and groundwater use have intensified, and increasingly contribute to subsidence. In addition, the influence of institutions implementing these strategies has strengthened as they have acquired technical skills, knowledge, and vast financial resources. Sinking deltas are therefore trapped in a dual lock-in as dominating technology and institutions act as constraints to moving into a more long-term sustainable direction. Nine factors for the lock-in are introduced and illustrated for delta regions in Asia, Europe, and the US. To gain a better understanding of what researchers and practitioners can do to address the dual lock-in, a practical case is presented of Gouda, a Dutch subsiding city in search of more sustainable strategies and institutions. The paper ends with three steps to change the configuration of a dual lock-in: (1) getting to know the lock-in; (2) temporarily bypassing it; and (3) constituting a new, more sustainable lock-in. These steps should be further investigated in action-oriented research programmes with local experts, and targeted to policy processes and human behaviour in the sinking deltas. [ABSTRACT FROM AUTHOR]

This study aims at describing, analyzing and evaluating the relation between management styles and process dynamics of a complex planning process confronted with unexpected dynamics. The development of an aquatic disposal site for dredged contaminated sediments in Oslo was managed by a project management style focused on timely and cost-effective implementation. Coupling the remediation project with another infrastructural project and the actual construction of the site led to unexpected dynamics in terms of resistance and controversy. Project management had difficulties in adjusting its style accordingly, resulting in even more delay and resistance. Managing complex planning projects requires a style suitable to the characteristics of the project and the capability of adjusting it to changing circumstances. The paper concludes with some explanations why it is difficult to change management styles in complex planning and implementation processes and complexity-embracing approaches to deal with this. [ABSTRACT FROM PUBLISHER]