From the design of green buildings to resilience management of building stocks.

The green and the subsequent sustainable building movements have been framed by changing societal contexts. Their main focus has been on the design of new buildings. However, these movements have neglected the life span of existing buildings and the long-term management of building stocks. The reasons why are considered: the changing interpretations of sustainability, the evolution of different forms of tacit knowledge, lack of a metabolic framework covering the built environment and lack of a consistent multi-scale building information modelling (BIM). The transition toward a ‘risk society’, with an increasing diversity and frequency of threats, challenges the current optimistic definition of sustainability. Resilience addresses fast- and slow-moving threats that can lead to unknown consequences and new risks. Alternative planning approaches (e.g. scenario planning, adaptive change and resilience heuristics) are discussed. The differences between anticipation- and resilience-based strategies are considered. Possible heuristics can be found in social-ecological systems, in resilience engineering and in the historic evolution of the built environment. Resilient solutions generally lead to a higher level of complexity and carry additional environmental costs. In the creation of resilience capacity, new knowledge will be co-produced through transdisciplinary research, scenario planning and design experiments under conditions of uncertainty. [ABSTRACT FROM AUTHOR]