Chapter 5 Scenarios for Ecosystem Services: Rationale and Overview Coordinating Lead Authors: Elena Bennett, Steve Carpenter Lead Authors: Steve Cork, Garry Peterson, Gerhardt Petschel-Held, Teresa Ribeiro, Monika Zurek Review Editors: Antonio Alonso Concheiro, Yuzuru Matsuoka, Allen Hammond Main Messages ............................................. 121 5.1 Introduction ........................................... 122 5.2 Why Think about the Future of Ecosystem Services? ............ 122 5.3 What Issues Should the Scenarios Address? .................. 122 5.3.1 User Needs 5.3.2 Interviews 5.3.3 Ecological Management Dilemmas 5.3.4 Drivers and Current Conditions 5.4 Introduction to and Overview of the Scenarios ................. 126 5.5 Sketches of the Scenarios ................................ 129 5.5.1 Global Orchestration 5.5.2 Order from Strength 5.5.3 Adapting Mosaic 5.5.4 TechnoGarden 5.6 Potential Benefits and Inadvertent Negative Consequences of the Scenarios ............................................ 137 5.7 Breakdowns of Ecosystem Services in the Four Scenarios ........ 139 5.8 Transitions among the Scenarios ........................... 140 REFERENCES .............................................. 142 119
Transcript
Chapter 5
Scenarios for Ecosystem Services: Rationale andOverview
Coordinating Lead Authors: Elena Bennett, Steve CarpenterLead Authors: Steve Cork, Garry Peterson, Gerhardt Petschel-Held, Teresa Ribeiro, Monika ZurekReview Editors: Antonio Alonso Concheiro, Yuzuru Matsuoka, Allen Hammond
121Scenarios for Ecosystem Services: Rationale and Overview
Main Messages
The Millennium Ecosystem Assessment scenarios address plausible fu-ture changes in ecosystems, in the supply of and demand for ecosystemservices, and in the consequent changes in human well-being.
A survey of user needs and a set of interviews with decision-makers andother leaders identified a set of key concerns to be addressed by the MAscenarios. These concerns included globalization, leadership, povertyand inequality, technology, local flexibility, and surprises. Uncertaintiesabout these factors have large implications for future ecosystem ser-vices. The uncertainties are related to ecosystem management dilemmas—situations in which significant risks are associated with each possible decision.Two dilemmas identified by respondents were: What degree of ecological com-plexity is needed to provide reliable ecological services? And to what degreecan people use technology to substitute for the role of relatively undisturbedecosystems in the provision of services? Exploring the consequences of differ-ent outcomes for the key concerns and different decisions made about thedilemmas form the underlying basis for the differences in the four scenarios.
The MA scenarios were designed to explore a wide range of contextsunder which sustainable development will be pursued, as well as a widerange of approaches to sustainable development. With respect to con-text, we explore two basic futures—one that becomes increasingly glob-alized and one that becomes increasingly regionalized. In terms ofapproaches, we focus on futures that emphasize economic growth andpromotion of public goods and futures that emphasize proactive manage-ment of ecosystems and their services. Framed in terms of contexts andapproaches, the scenarios are:
• Global Orchestration (globalized, with emphasis on economic growth andpublic goods),
• Order from Strength (regionalized, with emphasis on national security andeconomic growth),
• Adapting Mosaic (regionalized, with emphasis on local adaptation andflexible governance), and
• TechnoGarden (globalized, with emphasis on green technology).
The focus on alternative approaches to sustaining ecosystem services distin-guishes the MA scenarios from previous global scenario exercises. For eachof the four scenarios, we analyzed a set of plausible socioeconomic changesconsistent with the contrasting approaches to ecosystem management.
The purpose of the scenarios is to explore the consequences of the fourfutures for ecosystem services and human well-being. The four futuresthat we examine were developed based on interviews with leaders in nongov-ernmental organizations, governments, and business from five continents, onthe literature, and on policy documents addressing linkages between ecosys-tem change and human well-being. No scenario will match the future as itactually occurs. No scenario represents business as usual, though all arebased on current conditions and trends. None of the scenarios represents a‘‘best’’ path or a ‘‘worst’’ path. There could be combinations of policies andpractices that produce significantly better, or worse, outcomes than any of thescenarios. The future will represent a mix of approaches and consequencesdescribed in the scenarios, as well as events and innovations that were notimagined at the time of writing. The scenarios explore a wide variety of choicesand their consequences.
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The Global Orchestration scenario explores the possibilities of a world inwhich global economic and social policies are the primary approach tosustainability. The recognition that many of the most pressing global prob-lems seem to have roots in poverty and inequality evokes fair policies to im-prove the well-being of those in poorer countries by removing trade barriersand subsidies. Environmental problems are dealt with in an ad-hoc mannersince people generally assume that improved economic well-being will createboth the demand for and the means to achieve a well-functioning environment.Nations also make progress on global environmental problems, such as green-house gas emissions and depletion of pelagic marine fisheries. However, somelocal and regional environmental problems are exacerbated. The results forecosystem services are mixed. While human well-being is improved in manyof the poorest countries (and in some rich countries), a number of ecosystemservices deteriorate by 2050.
The Order from Strength scenario examines the outcomes of a world inwhich protection through boundaries becomes paramount. The policiesenacted in this scenario lead to a world in which the rich protect their borders,attempting to confine poverty, conflict, environmental degradation, and deterio-ration of ecosystem services to areas outside those borders. Poverty, conflict,and environmental problems often cross the borders, however, impinging onthe well-being of those within. Protected natural areas are not sufficient fornature preservation or the maintenance of ecosystem services.
The Adapting Mosaic scenario explores the benefits and risks of localand regional management as the primary approach to sustainability. Inthis scenario, lack of faith in global institutions, combined with increased under-standing of the importance of resilience and local flexibility lead to approachesthat favor experimentation and local control of ecosystem management. Theresults are mixed, as some regions do a good job managing ecosystems andothers do not. High levels of communication and interest in learning leadsregions to compare experiences and learn from one another. Gradually thenumber of successful experiments begins to grow. While global problems areignored initially, later in the scenario they are approached with flexible strate-gies based on successful experiences with locally adaptive management. How-ever, some systems suffer long-lasting degradation.
The TechnoGarden scenario explores the potential role of technology inproviding or improving the provision of ecosystem services. The use oftechnology and the focus on ecosystem services is driven by a system ofproperty rights and valuation of ecosystem services. In this scenario, peoplepush ecosystems to their limits of producing the optimum amount of ecosystemservices for humans through the use of technology. Often, the technologiesthey use are more flexible than today’s environmental engineering and theyallow multiple needs to be met from the same ecosystem. Provision of ecosys-tem services in this scenario is high worldwide, but flexibility is low due to highdependence on a narrow set of optimal approaches. In some cases, unex-pected problems created by technology and the erosion of ecological resiliencelead to vulnerable ecosystem services, which are subject to interruption orbreakdown. In addition, success in increasing the production of ecosystemservices often undercuts the ability of ecosystems to support themselves, lead-ing to surprising interruptions of service provision and collapse of some eco-system services. These interruptions and collapses sometimes have seriousconsequences for human well-being.
Different modes of governance and management of ecosystem serviceshave complementary advantages and disadvantages:
• Economic growth and expansion of public goods (such as education andaccessible technologies) enables society to respond effectively when envi-ronmental problems emerge. However, if the focus on public goods over-whelms attention to the environment and proactive environmental policies
are not pursued, there is increased risk of regional interruptions in provi-sion of ecosystem services.
• A focus on strong national security creates some opportunities for ecosys-tem preserves, but if this is not coupled with active ecosystem manage-ment outside the reserves, then pressure on the environment increasesand there is greater risk of large disturbances of ecosystem services andvulnerability to interruptions in provision of ecosystem service.
• When regional ecosystem management is proactive and oriented aroundadapting to change, ecosystem services become more resilient and soci-ety becomes less vulnerable to disturbances of these services. However,a regional focus diminishes attention to the global commons and exacer-bates global environmental problems such as climate change and declin-ing oceanic fisheries.
• Technological innovations and ecosystem engineering, coupled with eco-nomic incentive measures to facilitate their uptake, lead to highly efficientprovision of ecosystem services. However, novel technologies can createnovel environmental problems, and in some cases the resulting disruptionsof ecosystem services affect large numbers of people.
The scenarios differ in the frequency and magnitude of surprisingchanges in ecosystem services. In Order from Strength, extreme distur-bances of ecosystem services have a moderately wide range with a relativelyhigh mode. Most of the human population is in relatively impoverished regionswith deteriorating ecosystem services, and this situation is reflected in break-downs that affect a relatively large number of people. Global Orchestration hasa comparable range but a lower mode. Some severe breakdowns of ecosys-tem services still occur, but these tend to affect fewer people than in Orderfrom Strength. In Adapting Mosaic, the distribution of extreme events is bi-modal. The bimodality results from local vulnerability in some regions, underly-ing events that affect smaller numbers of people, and from diminished attentionto the global commons, which underlies some events that affect large numbersof people. TechnoGarden leads to the widest distribution of large-scale break-down event magnitudes. The mode is moderate, but the range is wide andsome breakdowns affect large numbers of people.
The future of ecosystem services will likely have elements of each of thefour scenarios. Changes in global trends could cause any of the scenarios tobranch into one of the other ones.
5.1. IntroductionAn infinite number of imaginable futures might be exploredwith the Millennium Ecosystem Assessment scenarios.However, scenarios are most powerful when presented as asmall set with clear and striking differences (Van der Heij-den 1996). Thus, the Scenarios Working Group had to de-cide how to compress an infinity of dimensions into a fewcomprehensible ones. In this chapter, we explain why wechose the four storylines that we develop, describe the keydifferences among them, and provide a brief sketch of eachscenario. We summarize the potential benefits and inadver-tent negative consequences of each scenario and describehow each scenario could potentially branch into one of theothers. This chapter sets the stage for more detailed presen-tation of the scenarios in Chapter 8. While the scenarios areboth qualitative and quantitative, in this chapter we focuson the qualitative. The quantitative material can be foundprimarily in Chapter 9.
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5.2. Why Think about the Future of EcosystemServices?In order to make sound choices, people need to understandwhat the consequences of their actions, or inaction, willbe. We have means of estimating how ecosystems and theirservices may change in coming decades given specificchanges in driving forces such as population, economicgrowth, trade policies, resource management policies, andso forth, but the potential outcomes are both complex andvariable. How can a decision-maker weigh different policyoptions in the face of such complexity and uncertainty?
The MA scenarios are designed to highlight key com-parisons among approaches to development and to informdecision-makers about the consequences for ecosystem ser-vices of contrasting development paths. The central ideabehind scenarios is to examine multiple possible futures andto let differences between them illuminate cause and effectand probable outcomes of certain approaches or decisions.While predictions and forecasts, more common approachesin ecology, focus on the single best or optimal approach,scenarios explicitly consider uncertainties and unknowns.
5.3. What Issues Should the Scenarios Address?The goal of the MA scenarios is to inform diverse decision-makers about the potential futures of ecosystems and eco-system services and how decisions can affect them. For thispurpose, the scenarios needed to address the concerns ofdecision-makers and represent key aspects of the ecosystemdynamics behind those concerns. To identify focal issuesfor the MA scenarios, we used interviews with individualdecision-makers and leading environmental thinkers, a sur-vey of the needs of the MA’s designated user community,and expert understanding of global ecosystem services andtheir connections to human well-being. Here, we presentfindings of each of these efforts and explain how they arerepresented in our four scenarios.
5.3.1 User Needs
Scientific assessments are most helpful to decision-makerswhen the intended users are active stakeholders in the as-sessment process and, in particular, when the users directlyhelp shape the questions that the assessment will answer. Anextensive effort was made to identify the needs of variousMA audiences for information from the assessment and toengage those audiences in the governance and design of theMA process. This effort included directly asking varioususers what questions they wanted the MA to address. Userswho responded included representatives from the Conven-tion on Biological Diversity, the Convention to CombatDesertification, Ramsar, and other national governmentrepresentatives; individuals from the private sector; andmembers of international nongovernmental organizations,civil society, and indigenous groups. This effort led to agreater understanding of what the active stakeholders hopedto gain from the MA scenarios.
Core questions for scenarios were derived from the userneeds identified through these questions:
123Scenarios for Ecosystem Services: Rationale and Overview
• What are the plausible future changes in ecosystemsand in the supply of and demand for ecosystem servicesand the consequent changes in the constituents of well-being?
• What are the costs, benefits, and risks of plausiblefuture changes in ecosystems and how will these costs,benefits, and risks affect different sectors of society anddifferent regions of the world?
• What are the inadvertent negative consequences as-sociated with various futures?
• What response options can lessen the vulnerability ofpeople/communities?
• Under what circumstances are thresholds, regimeshifts, or irreversible changes likely to occur?There were also questions about specific drivers and re-
sponses:• What policies and actions concerning ecosystems can
best contribute to reducing poverty?• What will be the positive and negative consequences of
a further increase in flows of nitrogen and phospho-rus in the next several decades?
• What will be the consequence of biodiversity loss forecosystem services and human well-being?
• What will be the impact of changes in desertificationon provision of ecosystem services and how will thisvary across regions? How will demand for ecosystemservices increase or decrease the rate of desertification?
• What are the impacts of changes in wetlands on provi-sion of ecosystem services? How will demand for ecosys-tem services increase or decrease the rate of loss ofwetlands?The scenarios address these core questions. They ex-
plore the potential futures of ecosystems and the servicesthey provide, including the possible benefits and inadver-tent consequences that could emerge in each future. Eachscenario also considers vulnerability, resilience, and possibil-ities for thresholds and regime shifts in socioecological sys-tems given the specific details of how the scenario unfolds.
5.3.2 Interviews
Insights from leaders helped focus the MA scenarios directlyon the most pressing interests of decision-makers and otherscenario users. In addition to the user needs survey de-scribed above, we interviewed 59 leaders in NGOs, gov-ernments, and business from five continents. (See Figure5.1.) The leaders were chosen based on recommendationsfrom the MA Board (who were themselves selected fromMA users to guide the MA process). The selection processwas not random, but it aimed for diversification. We inten-tionally chose leaders from many sectors and nations inorder to gain access to a wide range of concerns and re-sponses. While it would have been interesting to get abroader view by interviewing many additional people, in-cluding people who are not leaders, this was not possibledue to time constraints.
Based on previous scenario work (Van der Heijden1996), we designed open-ended, general questions thatwould elicit a wide range of conversations about issues that
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interviewees thought were critical determinants of the cur-rent and future states of the world. (See Box 5.1.) Inter-viewees received the questions by e-mail in advance of theinterview. Most interviews were conducted by telephoneand typically lasted about one hour. In some cases, respon-dents followed up the interview with further comments bye-mail. A few interviews were conducted entirely bye-mail. Further information about the interview process canbe found in Chapter 6.
Most of the interviewees were concerned that ecosys-tems are changing for the worse, reducing the quality andquantity of many important ecosystem services. That is, therespondents were concerned about the sustainability of eco-system services. The interviewees disagreed, however,about the main causes of ecosystem degradation. Poverty,inequality, overconsumption, and mismanagement were afew of the factors that interviewees listed as factors in eco-system degradation. The MA scenarios should thereforeelucidate the links between interviewee concerns aboutecosystem services and the types of problems that may becaused by each of the key sources they mentioned.
There were also important differences in views abouthow to address the challenges of sustainable provision ofecosystem services. Generally, these unfold from a basic dis-agreement about whether the world is generally vulnerableand fragile or generally resilient and recoverable. While onerespondent said, ‘‘What gives me the most hope for thefuture is the tremendous resilience that nature has demon-strated in responding to opportunities,’’ another said, ‘‘Theenvironment . . . is resilient at the moment, but we cannottreat it with impunity forever.’’ Stances on the resilience orvulnerability of ecosystems were associated with beliefsabout the effort that should be placed on environmentalproblems. Some felt it is imperative to make the environ-ment the key focus of society immediately, while others feltthat society should focus first on improving human well-being, with a hope that this would lead to environmentalimprovements. Useful scenarios will attempt to embracesuch divergent views and provide a framework in whichthese viewpoints can be debated.
Interviewees also talked about the variables that will de-termine how the future unfolds. Many respondents citedthe same variables, but there were diverse views about howthose affect the future—even to the point of disagreeingover whether the outcomes would be positive or negative.The factors identified by many respondents were globaliza-tion or global connectedness, human values, inequality,leadership, urbanization, technology, and energy sources.
While some respondents said that increased global con-nectivity would increase communication, trade, and therange of opportunities available to people, other decision-makers expressed concerns about homogenization of Earth’sbiological and social systems due to globalization. Whilesome respondents were excited about using technology tosolve problems and enhance the provision of ecosystem ser-vices, others feared that technology might cause more prob-lems than it would solve. Nearly all the decision-makerswe interviewed mentioned concern about energy sources.There was consensus that the ways in which society obtains
What words would you use to describe the current state of the Earth’snatural and human systems?
What words would you use to describe the ideal state of the Earth’snatural and human systems in 2050?
What obstacles do you envision to achieving this ideal world?
If you could talk to someone who visited the world in 2050, what wouldyou need to know to understand what the world really looks like in2050?
Who or what will be most influential in determining the pathway ofchange into the future?
What is the biggest change you expect between 2003 and 2050?
What surprises might you envision between now and 2050?
What gives you the most hope for the future?
and uses energy will affect the future. Of course, there wasdisagreement about the best sources of energy. Finally,human values, leadership, and inequality were all consid-ered to be important drivers of the way the future wouldunfold. However, whether strong leaders and closed bor-ders were better than free trade and cooperation was de-bated. Inequality was seen as an important driver of manyof today’s problems, but interviewees did not agree onwhether inequality could or even should truly be reducedor on the best way to reduce inequality, nationally, or glob-ally.
In general, interviewees agreed that the current situationcould be improved, but there was little agreement on howto do it. There were diverse beliefs about how to put theworld on a sustainable path. One interviewee said, ‘‘Wesorely need inspirational leaders. We don’t know how tobreed or train them. They appear to be almost accidental.But we sorely need them now.’’ Another argued that mech-anisms for rewarding people for ‘‘good environmental liv-ing’’ were the most critical need. There was great
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disagreement about the role of governments. One respon-dent said that ‘‘governments and heads of state have proventhemselves irrelevant,’’ while the next said that ‘‘govern-ments must work together.’’ (See Box 5.2.)
The scenarios should address the factors that the inter-viewees found to be important. The scenarios should alsoattempt to embrace the diversity of viewpoints held by theinterviewees. By organizing diverse viewpoints in scenarios,we hope to facilitate debate and discussion. Clarification ofterms is one way in which scenarios could facilitate discus-sion. In the interviews, it was often difficult to determinewhether apparent disagreements were actual disagreementsabout the facts or simply misunderstandings derived fromdifferent interpretations of the same words. For example,interviewees disagreed about whether globalization was apositive or a negative factor. This disagreement could reflectdifferent beliefs about the future, or it could reflect differentdefinitions of globalization (for instance, globalization astrade dominated by policies that favor wealthy nations ver-sus globalization with policies that open international mar-kets for all nations versus globalization as something largerthan just trade).
Interviewees agree that sustainable development isneeded, but disagree about how best to achieve it. Thereare diverse views about which actions to take and about thesequences in which actions should be taken. The messagefor scenario building is clear. Useful scenarios will helpdecision-makers understand the possible and likely effectsof key actions or paths that we might choose to take: fairglobal economic policies, use of technology to provide orimprove provision of ecosystem services, the role of top-down control and leadership, the effects of multiscaledecision-making and local flexibility, and the role of ecosys-tem dynamics in determining the end result of decisions.Useful scenarios will also embrace the diversity of viewsabout the importance of these factors.
5.3.3 Ecological Management Dilemmas
Ecological dynamics underlie the concerns of decision-makers and MA users. These ecological dynamics influencethe results of management actions, but important aspects of
125Scenarios for Ecosystem Services: Rationale and Overview
BOX 5.2
Selected Quotes from the Interviews
Sustainable development is needed, and managing ecosystem Considering technology is important:services and human well-being is a key aspect of that:
‘‘We might also see some astonishing technological breakthroughs involv-‘‘There is tangible evidence that natural systems are stressed to the limits ing biotechnology, not just in genetically modified organisms but also inof tolerance.’’ fields such as organic computers that may be self-reproducing.’’
‘‘Natural systems are fragile, threatened, degraded, and overburdened byOn the importance of local and regional flexibility:human demand. At the same time, human systems are unequal in access
to resources.’’ ‘‘The ideal state of the world is when there is respect for the ecosystemand living within its limitations avoiding experimentation with changing it,
Globalization is an important player, but there is disagreement about where everyone has enough to cover the basic needs of water, food, andwhether it is a major problem or a significant solution: shelter and conserve the natural resources, where everyone tries to live
with the seasonal changes without the need to modify the surroundings‘‘Governments and heads of state have proven themselves irrelevant(e.g., temperature and humidity) artificially within the limits of our bodywhen it comes to solving real problems. They are more successful whenadaptability (which we should use to its maximum capacity).’’acting in their homes but not when coming together to face global issues.’’
‘‘Business leaders understand that surprise is the rule and flexibility is key‘‘Governments must work together – we can’t save half a planet.’’to surviving the surprises.’’
Considering poverty is important:On the importance of surprises:
‘‘There is unequal distribution of resources, population, and trade, leadingto a vicious circle of environmental degradation in the most vulnerable ‘‘The next 50 years will tell us whether that self-proclaimed marvel ofparts of the world, which will ultimately negatively impact the whole globe’s evolution, the human mind, can surprise us even as we are surprised bysecurity.’’ chaotic events.’’
the dynamics are unknown and uncontrollable. Thus, far-reaching ecosystem management decisions are often madein situations where the ecological responses are unknown.(See Box 5.3.) In these cases, all options appear to havepotentially severe negative outcomes, and the outcomes arehighly ambiguous (Ludwig 2001). These situations aretermed ecological management dilemmas (Bennett et al. inpress). Managers generally transform or manage an ecosys-tem with the aim of obtaining a set of desired ecosystemservices. A number of perverse consequences are possible,however, such as reductions in future ecosystem services,increases in vulnerability of ecosystems to disturbance, orunforeseen trade-offs in other ecosystem services. (SeeChapter 3.) The prospect of perverse consequences createsdilemmas for ecological management.
Ecological management dilemmas challenge decision-makers to seek policies that are robust to uncertainty, sur-prise, and failure of actions to evoke expected responses.That is, the policy should achieve acceptable outcomeseven under unexpected conditions. Flexibility and learningmechanisms become an essential part of the managementprocess to cope with the fact that management actions needto continually adapt to evolving ecological dynamics (Wal-ters 1986; Gunderson et al. 1995; Carpenter 2003). Ecolog-ical dilemmas are not susceptible to the routine approachesof ecosystem management because they involve complexecological dynamics and uncertainties (Holling and Meffe1996; Ludwig 2001). Instead, they require approaches thatare more flexible, more attentive to change, and more in-novative (Gunderson and Holling 2002). The constructionof institutions that address ongoing change in ecosystems,emerging ecological dilemmas, and sustainable management
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of ecosystem services is currently an active area of uncer-tainty, debate, and research (National Research Council1999, 2002; Berkes et al. 2003). The scenarios should reflectthe current diversity of viewpoints about how ecologicalmanagement dilemmas should best be addressed.
Two ecological dilemmas were frequently raised by theinterviewees and MA user community: What degree ofecological complexity is needed to provide reliable ecologi-cal services? (See Box 5.4.) And to what degree can peopleuse technology to substitute for the role of relatively undis-turbed ecosystems in provision of services? These un-knowns are critical because the answers provide a clueabout the best approaches to managing for ecosystem ser-vices in any particular situation. The answers will affect theresolution of many of the questions asked by the MA usercommunity and the concerns of the interviewees. Since wecurrently do not know how much ecological complexity isenough, the costs and benefits of future complexity are hardto evaluate. We also do not fully understand when technol-ogy can be used to substitute for an ecosystem’s role in pro-vision of ecosystem services and when technology mightlead to deleterious side effects. We sought scenarios that ad-dress these ecological dilemmas in a useful way with respectto the concerns that decision-makers presented in the inter-views.
5.3.4 Drivers and Current Conditions
The scenarios should also be rooted in the present. Trans-formations described in the scenarios should emerge fromthe important drivers and current condition of socioecolog-ical systems. These are presented in Chapter 7. Working
Most of the time, changes in ecosystems and their services are gradualand incremental. Most of these gradual changes are detectable, andmany are predictable. However, some changes in ecosystems andtheir services are large in magnitude as well as difficult, expensive orimpossible to reverse (high certainty) (Scheffer et al. 2001). Thesechanges are important, massive, and hard to predict, so they maycome as surprises. Some systems that are known to exhibit large,hard-to-reverse changes (adverse changes indicated in parentheseshere) include pelagic fisheries (economic collapse), freshwater lakesand reservoirs (toxic blooms, fish kills), pastoral lands (conversion towoodland), and dryland agriculture (salinization, desertification) (Car-penter 2003; Folke et al. 2005; Walker and Meyers 2004).
Slow losses of resilience set the stage for large changes that occurafter the ecosystem crosses a threshold or is subjected to a randomevent such as a climate fluctuation (established but incomplete) (Folkeet al. 2005; Groffman et al. 2005). For example, slow buildup of phos-phorus in soils gradually increases the vulnerability of lakes and reser-voirs to runoff events that trigger oxygen depletion, toxic algae blooms,and fish kills (Carpenter 2003). Gradual overfishing and nutrient runoffmake coral reefs susceptible to severe deterioration triggered bystorms, invasive species, or disease (Bellwood et al. 2004; Hughes etal. 2003). Slow decrease in grass cover crosses a threshold so thatgrasslands can no longer carry a fire, allowing woody vegetation todominate and severely decreasing forage for livestock (Walker 1993).In the Sahel, decades-long droughts are caused by strong feedbacksbetween vegetation and the atmosphere and may be triggered by slowchanges in land degradation (Foley et al. 2003).
Because multiple, interacting stresses on ecosystems are increas-ing, it is likely that harmful large ecosystem shifts will become morecommon in the future (established but incomplete). On the other hand,proactive ecosystem management and wise use of ecological technol-ogy can reduce the impact of harmful shifts in ecosystems and assistpeople in adapting to unexpected change (established but incomplete).
from these initial conditions and drivers, the ScenariosWorking Group developed plausible pathways to four verydifferent futures by 2050. The year 2050 was chosen to befar enough in the future to reveal the effects of importantecological feedbacks and to consider long-term futures andyet near enough that the causal chain between current deci-sions and eventual outcomes could be reasonably traced.
5.4. Introduction to and Overview of theScenariosThe interviewee concerns and user needs, and the ecologi-cal uncertainties that underlie them, are the factors that thescenarios should address. We identified four clusters of be-liefs that embrace most of the fears, hopes, and expectationsfor the future that were encountered in the interviews andthe statements of user needs.
Many leaders felt that the future would bring increasedemphasis on national security, leading to greater protectionof borders with associated consequences for economic de-velopment and changes in direct drivers of ecosystem ser-vices. Other respondents felt that the future could, or
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should, bring greater emphasis on fair, globally acceptedeconomic and environmental policies, as well as greater at-tention by governments to public goods. Some interview-ees pointed to the prospect of technology for managingecosystem services with greater efficiency. Still others foundhope in local adaptive capacity for flexible, innovative man-agement of socioecological systems. The future may wellinvolve a mix of these perspectives.
Our approach to the four clusters of beliefs was in-formed by previous explorations of sustainability concepts.Among these are ideas about investment in manufactured,human, and natural capital (Dasgupta and Maler 2000,2001); objectives of business development, community em-powerment, and environmental conservation (Munasingheand Shearer 1995); trade-offs among individualist, hierarch-ist, and egalitarian social perspectives (Janssen and DeVries1998); and integrated theories for ecosystems, social sys-tems, and management systems (Gunderson and Holling2002).
Economic development is sometimes viewed as the keyto sustainable development. The Environmental KuznetsCurve suggests that as economic growth occurs, environ-mental quality is first degraded and later improved (Stern1998). The conclusion that many have drawn from this the-ory and the evidence supporting it is that economic growthshould lead to improvements in the environment. Otherevidence also indicates that poverty alleviation may lead toimprovements in ecosystems. For example, the poorestpeople are often directly dependent on ecosystems for ser-vices such as food, fuel, and water. In times of scarcity orhigh population, these groups may overharvest from localecosystems. By diversifying economic opportunity, bothhuman well-being and direct impacts on ecosystems may bereduced. On the other hand, greater consumption is oftenassociated with greater impact on the environment (Wack-ernagel and Rees 1995). The disparity in income amongnations leads to enormous disparity in political and eco-nomic power as well as a much greater impact on globallife-support systems by rich countries than poor (Ehrlichand Ehrlich 2004). The connections between economicpolicies and the status of ecosystem services are multipleand complex. All the scenarios explore these connections tosome degree.
In the Global Orchestration scenario, we explore thepossibilities of a world in which global economic policiesare the primary approach to sustainability. The recognitionthat many of the most pressing problems of the time seemto have roots in poverty and inequality leads many leaderstoward a strategy of globally orchestrating fair policies toimprove well-being of those in poorer countries by remov-ing trade barriers and subsidies. Nations also make progresson global environmental problems, such as greenhouse gasemissions and depletion of pelagic marine fisheries. The re-sults for ecosystem services are mixed. While human well-being is improved in many of the poorest countries, it is stillnot clear in 2050 whether the net impact on ecosystemswill be positive or negative.
Some respondents believe that national security will be-come an overarching concern in the future. Should this
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BOX 5.4
Biodiversity, Disturbance, and Resilience of Ecosystem Services
Ecosystem resilience is maintained by genetic and species diversity as well functional diversity provide ‘‘insurance’’ against future environmental change.as by spatial patterns of landscapes, environmental fluctuations, and temporal In contrast to monetary insurance against unexpected accidents, however,cycles with which species evolved. Management for resilience recognizes the the insurance provided by diversity is not guaranteed, and the environmentalimportance of heterogeneity and change, including the natural processes of change for which diversity may provide insurance is not unexpected. Preserv-species turnover, extinction, and evolution. Ecosystem resilience is the ing biodiversity is not a substitute for reducing other kinds of anthropogenicamount of disturbance that an ecosystem can withstand and still maintain stresses on ecosystems.essentially the same structure, processes, and flow of ecosystem services It is an oversimplification to equate species richness with resilience of(Holling 1973). As described here, the renewal and reorganization of ecosys- ecosystem services. Instead, the effect of diversity on resilience depends ontems after disturbance depends on the functional groups of species within organization of species among functional groups, spatial pattern, and scalingecosystems and the diversity of responses to environmental fluctuations of ecosystem processes in time and space (Elmqvist et al. 2003; Folke et al.within those functional groups. 2004). A species invasion that adds to species richness can decrease the
Disturbance is routine in ecosystem dynamics (White and Pickett 1985). resilience of ecosystem services if it reduces response diversity.All species evolved in the presence of certain types, magnitudes, frequencies, When chronic, progressively worsening stress to an ecosystem removesand spatial patterns of disturbance and are thus adapted to these distur- species in order of their susceptibility to the stress, the surviving species arebances (Paine et al. 1998). Disturbances within the typical range usually more tolerant of this specific stress (Ives and Cardinale 2004). These species,result in little long-term change in ecosystem characteristics, processes, or however, may provide little insurance against other types of environmentalservices, even though species turnover may be extensive (Turner et al. changes. If the ecosystem is subjected to a different kind of stress or distur-1997). Moreover, the typical disturbance regime is often necessary for main- bance, these few species may be eliminated, thereby causing a greater losstaining ecosystem resilience. Without disturbance, critical groups of species of ecosystem services. Thus the maintenance of ecosystem services requiresor processes disappear over time (White and Pickett 1985). the maintenance of diversity during multiple, successive environmental
Events outside the range of typical disturbances can transform ecosys- changes.tems, creating new and surprising ecosystem structures and processes. Dis- Diversity of spatial pattern creates a kind of response diversity (Elmqvist etturbances that cause surprising transformations often involve compounded al. 2003). Dispersal of species among patches in heterogeneous landscapesperturbations, with multiple events within the normal recovery interval of the confers resilience to disturbances that affect only part of the landscape orecosystem or unusual combinations of drivers (Paine et al. 1998). Ecosystem seascape (Peterson et al. 1998; Nystrom and Folke 2001; Loreau et al. 2003;transformations can also result from anthropogenic disturbances, which are Cardinale et al. 2004). If a process is eliminated from part of the landscapeoften chronic (instead of pulsed) and may be unlike anything experienced or seascape but is present in other patches within dispersal range of thebefore in the evolutionary history of the species (Bengtsson et al. 2003). affected patch, then the missing process can be reestablished. Furthermore,
The biotic structure of an ecosystem also affects the outcome of distur- the pattern of local elimination and recolonization through dispersal may es-bance. Population attributes such as dispersal ability or generation time affect tablish numerous ecosystem configurations, thereby creating local ecosystemthe response of particular species to disturbance. Aspects of community diversity throughout a landscape or seascape.structure, including biodiversity, play a critical role in the responses of ecosys- Response diversity acts across scales through interspecific differences intems to disturbance (Chapin et al. 2000; Kinzig et al. 2002; Loreau et al. the use of space (such as dispersal ability, patch size, and home range2002). size) and time (such as generation time, dormancy period, and seasonality).
Functional groups are sets of species that perform similar ecosystem Ecological disturbances usually occur in a specific range of time-spaceprocesses. Ecologists have identified functional groups by clustering mi- scales, allowing persistence of species, structures, or processes that occurcrobes, plants, or animals according to biological similarities (Holling 1992; at the scales that were not affected (Elmqvist et al. 2003). Therefore, replica-Frost et al. 1995; Walker et al. 1999; Havlicek and Carpenter 2001). At least tion of ecological processes across a wide range of scales confers resiliencetwo different effects of functional groups on ecosystem processes have been (Peterson et al. 1998). Species that act across a wide range of space scalesrecognized (Yachi and Loreau 1999; Ives et al. 1999, 2000). First, if several (such as highly mobile species) or time scales (such as long-lived species orfunctional groups are complementary in their use of resources, the diversity large-bodied generalist predators) are an important element of ecosystemamong functional groups tends to increase the total flow of ecosystem ser- response diversity (Peterson et al. 1998). Regional losses of such speciesvices (Yachi and Loreau 1999; Hulot et al. 2000; Reich et al. 2004; Petchey increase the risk of catastrophic ecosystem changes that cause large reduc-et al. 2004). For example, functional groups of plants that root at different tions in ecosystem services (Elmqvist et al. 2003).depths, that grow or flower at different times of the year, and that differ in Traditional societies may have known about response diversity for a longseed dispersal and dormancy act together to increase ecosystem productivity. time. Berkes et al. (2003) describe several societies that appear to manage
Second, diversity within functional groups maintains the rate of ecosystem for response diversity and may thereby build resilience of ecosystem services.processes despite environmental fluctuations if the individual species respond In summary, proactive ecosystem management builds ecosystem resil-differently to such fluctuations (Yachi and Loreau 1999; Ives et al. 1999, ience through maintenance of genetic and species diversity, as well as spatial2000; Walker et al. 1999; Norberg 2004; Bai et al. 2004). This phenomenon patterns of landscapes and temporal cycles of environmental fluctuations andis called response diversity. When the environment changes, a formerly rare disturbance with which species evolved. In contrast, ecosystem managementspecies with different characteristics can become dominant (Frost et al. practices that reduce response diversity, remove whole functional groups or1995). Response diversity is the key to the insurance effect of biodiversity on trophic levels, expose ecosystems to chronic novel stress or novel distur-ecosystem services (Elmqvist et al. 2003). In the face of uncertain and often bances, or create compounded perturbations (unusual combinations of distur-novel anthropogenic changes in the environment, preserving the diversity of bances at intervals shorter than the normal recovery cycle of the ecosystem)species and functional groups increase the chance that species are retained increase the risk of large-scale breakdowns in ecosystems and losses ofthat later play a crucial role in the ecosystem. In this sense, species and ecosystem services (Folke et al. 2004).
occur, nations or blocs may concentrate on inward-lookingeconomic development, so that the globalization of theeconomy may proceed more slowly than in Global Orches-tration. While some regions would remain well endowedwith ecosystem services, other regions that now have fewerecosystem services may remain impoverished.
The Order from Strength scenario examines the out-comes of a world in which protection through boundariesbecomes paramount. The policies enacted in this scenariolead to a world in which the rich protect their borders,attempting to confine poverty, conflict, environmental deg-radation, and deterioration of ecosystem services to areasoutside the borders. Poverty, conflict, and environmentalproblems often cross the borders, however, impinging onthe well-being of those within. Protected natural areas arenot sufficient for nature preservation or the maintenance ofecosystem services. In addition to losses of ecosystem ser-vices in poor regions, global ecosystem services are de-graded due to lack of attention to the global commons.
The survey and interview results indicated that many ofthose interviewed think that complexity and local flexibilityare a critical component of the path to sustainability. Socialand ecological scientists have addressed the conditions inwhich disaggregated management systems outperform cen-tralized ones (Grossman 1989; Scott 1998; Gunderson et al.1995; National Research Council 2002). Because ecosys-tems are subject to large and potentially irreversible changes(Chapter 3), certain types of centralized ecosystem manage-ment schemes are subject to catastrophic failure (Hollingand Meffe 1996). According to a large number of case stud-ies, enabling conditions for successful ecosystem manage-ment include small size, well-defined boundaries, sharednorms, social capital, appropriate leadership, fairness in allo-cation of ecosystem services, and locally devised, easily en-forceable access and management rules (National ResearchCouncil 2002). It is important to note that central govern-ments do not undermine local authority for ecosystemmanagement (Ostrom 1990; Wade 1988; National Re-search Council 2002).
While there is clear evidence of success in local ecosys-tem management, the multiscalar nature of ecosystemsposes challenges for this approach. For example, local man-agement of thousands of subwatersheds may not lead to sus-tainable management of a continental river system if thereare significant externalities that are not properly includedin local accounting. Some of our respondents feared that adisaggregated world would exacerbate global problems orbenefit ecological services only in regions that were rela-tively wealthy, well educated, and well endowed with natu-ral capital. These trade-offs in the scales of ecosystemmanagement are addressed in the scenarios.
The Adapting Mosaic scenario explores the benefits andrisks of disaggregation. In this scenario, lack of faith inglobal financial and environmental institutions, combinedwith increasing understanding of the importance of resil-ience and local flexibility, leads to diminishing power andinfluence of these institutions compared with local and re-gional ones. Eventually, this leads to diverse local practicesfor ecosystem management. The results are mixed, as some
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regions do a good job managing ecosystems and others donot. High levels of communication enable regions to com-pare experiences and learn from one another. Gradually, thenumber of successful experiments begins to grow. Whileglobal problems are ignored initially, later in the scenariothey are approached with flexible strategies based on suc-cessful experiences with locally adaptive management.
Still others are optimistic about the use of technologyto sustain ecosystem services. Technology has led to greatimprovements in agricultural production efficiency, inmedicine, and in the provision of other ecosystem services.Advances in technology have the potential to build humanwell-being through more efficient use of ecosystem servicesas well as through better understanding of ecosystem condi-tions and trends. Greater efficiency could reduce the overallimpact on ecosystems and thereby increase opportunity forsustainability of ecosystem services.
On the other hand, technological solutions sometimeslead to unexpected problems (Tenner 1997). Accelerationof technology may be a factor in the increased incidence ofenvironmental problems, demanding more and more inge-nious responses (Homer-Dixon 2000). For example, in-creased use of pesticides in agriculture may lead to pests thatare resistant, requiring a newer and better technology toremove them. In addition, efficiency gains are often focusedon a single service, rather than a bundle of services; in fact,increased efficiency in provision of one service may causedeclines in provision of other services. Highly efficient en-vironmental management systems often rely on predictions,but ecosystem changes are often unpredictable and errors inprediction lead to costly mistakes (Oreskes 2003; Pielke2003). Other problems derive from the complexity of thedecision systems in which environmental predictions areused (Dorner 1996; Sarewitz et al. 2000). For these reasons,some experts are cautious about the use of technology tomanage ecosystem services more efficiently. Increasing reli-ance on technology could increase the frequency and sever-ity of unexpected problems, erode the resilience ofecosystems, and over time cause ecosystem services to be-come more vulnerable.
The TechnoGarden scenario explores the potential roleof technology in providing or improving the provision ofecosystem services. In this scenario, people push ecosystemsto their limits of producing the optimum amount of ecosys-tem services through the use of technology. Often, thetechnologies they use are more flexible than today’s envi-ronmental engineering and they allow multiple needs to bemet from the same ecosystem. In the beginning of the sce-nario, these technologies are primarily developed in wealth-ier countries and slowly dispersed to poorer places, butlater—promoted by a global focus on education—they aredeveloped everywhere. Provision of ecosystem services inthis scenario is high worldwide, but flexibility is low due tohigh dependence on a consistent provision of services. Insome cases, unexpected problems and secondary effects cre-ated by technology and erosion of ecological resilience leadto vulnerable ecosystem services that are subject to inter-ruption or breakdown.
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In summary, the four MA scenarios represent diverseviews of the future of ecosystem services. While advocatesfor particular viewpoints may state them as assertions, theScenarios Working Group regards them as questions to beaddressed. Each of the four scenarios addresses different setsof beliefs about how the global system might change in di-rections that could sustain ecosystem services. (See Figure5.2.) Global Orchestration describes a world in which pol-icy initiatives attempt to establish fair global markets andorganize transnational responses to certain global environ-mental problems. Order from Strength addresses the beliefsof those who hold that the future will, or should, bringsecurity, including protection of natural resources and eco-system services. In the world of Adapting Mosaic, the focusof economics and politics shifts to local or regional scales.TechnoGarden presents a future in which great emphasisis placed on the development of technology for efficientmanagement of ecosystem services.
Some key characteristics of the global system duringeach scenario are presented and compared in Table 5.1. Aswe shall see, the contrasting conditions of these scenarioslead to different bundles of benefits and risks for ecosystemservices and human well-being. In the remainder of thechapter, we present short sketches of each scenario, com-pare their benefits and risks, and describe situations inwhich the conditions of one scenario could branch towardthe conditions of a different scenario.
5.5 Sketches of the ScenariosThis section presents short synopses of the four scenarios.Each scenario is told by an observer looking back at 2000from 2050. These brief descriptions are intended to provide
Figure 5.2. Contrasting Approaches among MA Scenarios. The scenario differences are based on the approaches pursued towardgovernance and economic development (regionalized versus globalized) and ecosystem service management (reactive versus proactive).
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an overview of the dynamics in each scenario. Longer,more detailed narratives are presented in Chapter 8. Somequantitative model results are presented in Chapter 8, andfull model results are presented in Chapter 9.
5.5.1 Global Orchestration
Summary: The past 50 years have shown that some ecosystemservices can be maintained or improved by appropriate macro-scale policies. Notable successes occurred in reducing or control-ling many global pollutants and in slowing, or in some casesreversing, loss of marine fish stocks. In some situations, itturned out that ecosystem services improved as economies devel-oped. On the other hand, it appears that global action focusedprimarily on the economic aspects of environmental problems isnot enough. In some regions and nations, ecosystem serviceshave deteriorated despite economic advancement. Also, it wassometimes difficult to adjust large-scale environmental policiesfor local and regional issues. Despite some significant environ-mental disasters, this lesson has not yet been learned. As welook to 2100 and beyond, multiscale management of ecosystemservices is a top challenge for environmental policy.
At the beginning of the twenty-first century, poverty and inequal-ity, together with environmentaldegradation and climate change,were pressing problems on theagendas of global and national deci-sion-makers. Concerns about socialtensions arising from inequalities inand uneven access to global markets
were growing, as these tensions were often seen as the un-
derlying causes of uncontrolled migration, conflicts, andeven terrorism. Leaders were also concerned about inequal-ities among people, including differential access to technol-ogy and education and other drivers of inequality. Therewere great debates about the best approach to solving theseproblems.
Eventually, globally orchestrated policy reforms tookhold as the dominant strategy. Policy reforms were used toreshape the world’s economic and governance systems. Theemphasis of these reforms was on creating markets that al-lowed equal participation and provided equal access togoods and services. The reforms also targeted the creationof more transparent governance systems worldwide as thenecessary foundation of economic growth. As the worldbecame increasingly connected financially, it was necessaryto create global policies to deal with problems arising fromthe connections. Thus, one result of globalized economicsystems was a strengthening of global and regional standard-setting bodies such as the World Trade Organization. Thefocus on policy reforms and faith in global institutions alsoled to strengthening of the United Nations and some othermultinational alliances.
At about this same time, governments found themselvesmaking decisions about how to handle terrorism and con-flicts among nations. Should rich countries focus on bordersand protection or should they assist with development inpoorer countries to spread goodwill? Generally, rich nationsleaned toward helping poor nations meet their basic needs,as this was thought to be the better long-term solution.Trade practices that had hindered economic developmentin poor countries were discontinued. These reforms werefollowed by increased wealth in many poor countries,which led to secondary improvements in governance anddemocracy. In most regions of the world, governments in-vested more heavily in public goods, such as education andpublic transportation.
Trade expanded globally, driven by removal of subsidiesand increasing demand for goods and services around theplanet. Economies in China, India, and Southeast Asiabegan to grow rapidly again. A focus on education and, insome cases, political reform helped civil society grow inpoorer countries. In countries that profited from increasedmarket access and production opportunities, a wealthiermiddle class began to develop. Civil society and the grow-ing middle class, in turn, brought about further reforms.
By the 2020s, a growing middle class was demandingcleaner cities, less pollution, and a more beautiful environ-ment. This was particularly true for problems that occurredin and around urban settings and those that directly affectedhuman health. Nevertheless, problems of intensified ag-ricultural systems and the slow loss of wildlands receivedonly limited attention. Environmental problems that weredifficult to reverse, such as biodiversity loss, were more orless ignored by the general population because so manyother things were going well.
Driven by policies aimed at increasing gross domesticproduct and human well-being, agricultural area expandedin poor countries, leading to increased human impacts onterrestrial ecosystems. Agricultural specialization increased,
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driven by the selection of high-yield and commercially val-uable crops and livestock. Local ecological knowledge wasoften replaced by uniform industrial methods. Conse-quently, by the 2020s, wild varieties of agricultural speciesexisted primarily in gene banks, and the number of domes-tic varieties in use was greatly reduced. Diverse landracespersisted mostly in marginal areas. By 2025, many smallfarms had consolidated into large agricultural operations. Allfarms, small and large, had become more highly mecha-nized and industrial. By sometime in the 2030s, the rate ofincrease in agricultural area had begun to slow down due toreplacement of traditional agriculture with more-efficientindustrial systems.
As the rate of agricultural expansion declined, particu-larly in rich countries, and as people moved from the coun-tryside into cities, many terrestrial ecosystems began torecover from intensive human use. This recovery was aidedby increased productivity of farms, which allowed some re-duction in agricultural land area. Recovery of ecosystemfunction in these areas was aided by replanting and somerestoration. Ecosystem restoration was driven by people’sinterest in increasing the supply of fuelwood and other bio-mass products, in addition to the expansion of intensivelymanaged spaces for recreation. In contrast to the agriculturalland recovery, coastal marine ecosystems and wetlands de-clined significantly because the increased urban growth wasmostly concentrated in a 100-kilometer band along thecoastline.
Increases in wealth and in the availability of technologyresulted in the continuing improvement of health aroundthe planet. Regional inequalities in health were prevalentuntil the mid 2020s. Obesity-related diseases remained athreat, particularly in rapidly developing areas, as new foodchoices became available and societies shifted their eatinghabits to less healthy diets. Emerging infectious diseaseswere also a risk. The potential for the origination and spreadof novel pathogens was high in areas where ecosystem func-tion was disregarded. It turned out that disruption of eco-system regulation processes increased the likelihood ofexposure to pathogens originating from wild animals andplants, and the movement of exotic species around theworld through widespread trade further facilitated thespread of pathogens. While these surprises occurred in richand poor countries, the capacity to respond was higher inrich countries, and hence the impact was much higher inpoorer countries. Positive surprises, such as the success ofgenetically modified organisms in reducing the agriculturalexpansion, also occurred.
Despite economic policies designed ultimately to leadto a better environment, the simplification of ecosystemseventually led to a decrease of environmental security asecological surprises became more common. One surprise ofthe past 50 years was the high impact that widespread tradehad on hastening the spread of invasive species. It seemsthat reduced diversity limited the options of ecosystems torespond to ever increasing ecological surprises, although itis hard to tell if the problem was this or simply increasedpopulation pressure. People in poor countries are generallydoing better than they were in 2000, but, looking to 2100,
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we wonder whether the early policies to increase economicgrowth will provide the necessary resilience to cope withfuture surprises.
5.5.2 Order from Strength
Summary: Since 2000, the availability of ecosystem serviceshas fallen below minimal needs for human well-being in someregions of the world while being maintained or even improvedin other regions. Widespread loss of faith in global institutionsand fear of terrorism led rich countries to favor policies thatensured security and erected boundaries against outsiders. Evenin better-off areas, though, there have been some breakdowns ofecosystem services. It turned out that climate change was oftenmore rapid than response capacity, leading to local degradationof ecosystem services in some places, even in rich nations. Over-all, the current global condition of ecosystem services is highlyvariable and declining on average. Even the places in the bestcondition are at risk, although citizens of wealthy nations enjoya tolerable level of ecosystem services and human well-being. Aswe look to 2100 and beyond, Earth’s ecosystem services seemfragmented and imperiled. Problems exist at all scales, fromglobal fisheries collapses to regions of the world where ecosystemservices are sorely in need of restoration and other regions whereecosystem services are currently fine but threatened. We havelearned that it is impossible to build walls that are high enoughto keep out all the world’s ills, but also that it is sometimes areasonable policy to focus minimal resources on carefully protect-ing a few areas rather than only partially protecting everywhere.
At the beginning of the twenty-first century, terrorism, war, andloss of trust in global institutions ledmany people to believe that therewas a need for powerful nations tomaintain peace and achieve equity.Governments of the industrialworld reluctantly accepted thatmilitarily and economically strong
democratic nations could maintain global order, protectlifestyles in the industrial world, and provide some benefitsfor any developing countries that elected to become allies.Countries were often unwilling to participate in interna-tional and global institutions as they concentrated on build-ing strength as nations. As a result, global institutions beganto stagnate as people lost confidence in them and theirpower eroded.
The EU and the United States turned inward, strivingto preserve national security. Trade policies veered towardincreasing protectionism. Religious fundamentalism andnationalism were mutually reinforcing in some nations. Insome cases, parts of civil society saw this inward focus asdangerous and tried to oppose it, but they were mostly si-lenced by already strong national governments. Just as thefocus of nations was turned to protecting borders, environ-mental policies concentrated on securing resources forhuman consumption. Building strong nations was a priority,as many felt that environmental challenges could not be ad-equately addressed without first strengthening nations andeconomies. Conservation focused on parks and preserves.
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By sometime around 2018, this had increased the separa-tion between the rich, powerful countries and the poverty-stricken ones, with very few countries left in between. So-cieties were also stratified within nations: rich and powerfulpeople and poor people existed within both rich and poornations. Within nations, rich and powerful people increas-ingly turned to gated communities as a way to protectthemselves from outsiders.
In the rich world, the drive for security and protectionled to privatization of access to many natural resources, asbusinesses stepped in to help governments assure consistentaccess to resources. In turn, governments protected the eco-nomic interests of these businesses. This led to increasinglytighter connections between governments and business atall scales. There was also very little trade with poor coun-tries.
The world outside the rich people’s walls experienced alot of conflict during this period. The disputes were largelyover access to natural resources like water, oil, and fuel-wood. Many in poorer countries felt that the way out wasto immigrate to a rich country or become part of the elitein their own country, which historians believe entrenchedthe compartmentalization. With most poor people spend-ing all their time and energy trying to become one of theelites, there were few left to argue for other priorities. Someelites did demand better treatment of the poor and weresometimes able to effect change. Significant economicproblems persisted in the poor world due to corruption,disease, and pollution. As poor countries spent most of theirtime attending to crises of disease and other problems,widespread improvements in economic well-being becamerare. Although fertility had been starting to drop in poorcountries at the beginning of the twenty-first century, thecollapse of nascent social safety nets resulted in increases infertility; population growth rates reversed course and beganto increase.
Powerful countries often coped with problems by shift-ing the burdens to other, less powerful countries, increasingthe gap between the rich and poor. In particular, resource-intensive industries were moved to poorer countries or topoorer parts of wealthy countries. This taxed poor people’senvironment further, leading to widespread migration fromcollapsed places to new parts of poorer countries. This mi-gration created stresses that sometimes led to environmentaldegradation in the new places. For example, refugees wholeft one place for another increased the pressure on the newarea’s environment until it collapsed. Disease, particularlycontagious diseases, became rampant in poor areas.
Rich nations also attempted to make their lands morelivable by moving food production to poor countries. Theprice of food rose as conflict in poor areas affected theirability to produce food. In some cases, this led rich nationsto attempt to stabilize poorer ones through a combinationof military and economic intervention. In other cases, richnations simply produced more of their own food.
The inward focus of wealthier nations did lead to somebenefits, including high levels of protection, easy access togoods and services inside the wealthy areas, and pockets ofvery well preserved wilderness in rich countries and in
places that wealthy people wanted to visit on holiday. Thespread of invasive species was also a lot lower than research-ers had predicted in 2000, a surprise attributed to the de-crease in trade among countries. The rate of successfulinvasions was higher than in 2000, since degraded ecosys-tems were more susceptible to successful invasion when ex-otic species were present.
During times when powerful countries became more as-sured of their security, they did turn somewhat to globalissues, particularly those that would obviously affect them-selves. Sometimes funding was made available to help poorcountries with particularly pressing problems. The focus forthis funding was often on conflicts or refugee problems(which were seen as having secondary impacts on richcountries). Generally, when funding was available forpoorer areas, the focus was on physical safety rather thansocial welfare issues. Some global environmental issues thataffected rich countries were addressed in the same way,through cautious agreements among rich nations, and thisled to some improvements on global environmental issues.However, progress has been slow on those issues that arenot of direct concern to the powerful.
As the attention of governments was on economic andmilitary strength, there was less focus on the environment.Global issues (such as climate change) and international is-sues (such as large river management) were almost alwaysimpossible to address as at least one key nation was unwill-ing to cooperate. Ironically, global climate change increasedless than had been expected at the turn of the century, dueto a larger than expected proportion of the world’s popula-tion being forced to live a simpler and less materialistic exis-tence.
Now, in 2050, some poorer regions have finally gaineda reasonable amount of stability, and are finding themselvesable to form coalitions and trade agreements to better theirsituation. Generally, these coalitions have worked well tolift some poor areas out of totally abject poverty. This wasespecially true for nations that had crossed the digital divide.Some Asian, South American, and African nations had es-tablished digital networks, which gave their people an ad-vantage in terms of access to global markets andinformation. These countries in particular were able to gainmore stability. As soon as things start getting better, manypeople want to immigrate to these areas. Thus, countriesoften are forced to create strong laws against immigrationin order to keep their society safe and orderly. The futureof these regions is uncertain.
Today, it is apparent that there was not a linear trendtoward higher and higher walls, even though it sometimesfelt that way. Instead, we saw episodes of rapid change andperiods of relative stability. There were some fluctuations ofincreasing and decreasing compartmentalization as thepowerful countries periodically invested in keeping condi-tions tolerable for the poor in order to reduce illegal immi-gration and other problems. There were also activist groupsand intellectual dissidents in wealthy nations that tried tosupport the poor and poor nations. Looking forward to2100, these activist groups are one of the main sources ofhope in an otherwise bleak situation. People and ecosystems
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are generally doing worse than in 2000, but some hope canbe found in the activists working to support the poor andimprove management.
5.5.3 Adapting Mosaic
Summary: The past 50 years have brought a mix of successesand failures in managing ecosystem services. Approaches tomanagement have been heterogeneous. Some regions strength-ened the centralized environmental agencies that emerged latein the twentieth century, while others embarked on novel insti-tutional arrangements. Some approaches turned out to be disas-trous, but others proved able to maintain or improve ecosystemservices. Many nations have emulated the successes of othernations, and the number of successes has begun to climb by2050. As a result, the world in 2050 is a diverse mosaic withrespect to ecosystem services and human well-being. A consider-able variety of approaches still exists, and regrettably some re-gions still cannot provide adequate ecosystem services for theirpeople. Other regions are doing well, and remarkable successeshave occurred on every continent. With respect to global-scaleenvironmental problems, progress has been slow. As we lookto 2100 and beyond, policy and ecological science face a twinchallenge: to rebuild ecosystem services in the regions where theyhave collapsed and to transfer the lessons of regional success toproblems of the global commons.
Opportunities for, and interestin, learning about socioecologicalsystems were a defining feature ofthe early twenty-first century. Peo-ple had great optimism that theycould learn to manage socioecolog-ical systems better, but they also re-tained humility about limits tohuman control and foresight and
the prospects for surprise. Learning to improve socioeco-logical systems came at a great cost. There were failures aswell as successes, and learning diverted some of society’sresources. Economic growth was probably lower than itcould have been had decision-makers put all our invest-ments toward manufactured capital, but economic growthhas begun to improve recently as the benefits of bettersocioecological systems are now slowly being realized.
At the turn of the century, some people in the rich worldheld beliefs that promoted regionalization of trade, nation-alism, and local or regional management of natural re-sources. Global trade barriers for goods and products wereincreased, but trade barriers decreased within regional blocssuch as ASEAN, NAFTA, and the EU. In contrast, globalbarriers for information flow nearly disappeared due to im-proving communication technologies and the rapidly de-creasing cost of information access. Political focus followedthe economic emphasis on regional or national trade.
The regionalization of markets and politics was associ-ated with a decline in the relative power of global interna-tional institutions. The decline was partly linked to loss ofconfidence in the effectiveness of global governance anddissatisfaction with distortions of global markets. But the
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strengthening of interactions within nations and within re-gional blocs was also an important factor in the relative de-emphasis of global institutions. Dissatisfaction with theresults of global environmental summits and other globalapproaches led many people to perceive global institutionsto be ineffective at environmental management. Climatechange negotiations had broken down by 2010. Interna-tional agreements failed to prevent the depletion of mostmarine fisheries, and regulation of transboundary pollutantsproved ineffective.
Within some nations, power devolved to local authori-ties. There was variation among nations and regions instyles of management, including natural resource manage-ment. Some managed with rigid centralized bureaucracies.Others focused on market incentives or other economicmeasures. Still others attempted some form of adaptivemanagement for the nation or region as a whole. Somelocal areas explored actively adaptive management, investi-gating alternatives through experimentation. Some werepassively adaptive, investing in a certain amount of moni-toring but dealing with change in a reactive way. Still otherlocales largely ignored the environment, dealing with crisesonly as they arose.
There was great diversity in the outcome of these variedapproaches to managing socioecological systems. Some nota-ble disasters were poorly handled. Sometimes, methods thatsucceeded in one region failed when imported to anotherregion because of unforeseen differences in social practices,politics, or ecosystems. Reactions to resource breakdownswere also diverse. Perversely, failed practices were sometimessustained by subsidies from other regions or other sectors ofthe economy. In other cases, breakdowns were followed byinnovations that eventually made things better.
Groups began to experiment with innovative local andregional management practices that put special emphasis oninvestments into human and social capital, such as educationand training. Information about success stories was sharedamong locations. Information sharing was facilitated bycheap communication tools such as the Internet. The ex-periments varied in their success. As more and more experi-ence and knowledge were collected, the conditions forsuccess were better understood and experiments becamemore successful on average. Food production became morelocalized, feeding into national or regional markets that val-ued clean, green production processes. Environmentaltechnologies were developed based on local needs and con-ditions, leading to a gradual improvement in managementof socioecological systems and natural resources.
By the 2020s, global tourism had begun to encouragedevelopment and application of local learning as a celebra-tion of diversity in reaction against global homogenizationand the sameness of products. Traveling was seen as a meansto experience heterogeneity, but, in the end, had negativefeedbacks due to increased transportation and human im-pact on poorer regions.
Throughout this period of varied learning, there was rela-tively little focus on global commons problems such as cli-mate change, marine fisheries, and transboundary pollution.Crucial ecological feedbacks were acting over spatial extents
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that were too large to be noticed by local institutions. As aresult, large-scale environmental crises eventually becamemore frequent. Technological disasters occurred in some nat-ural resource systems. Climate shifts led to more storm surgesin coastal areas. Top predators vanished from most marineecosystems, leaving jellyfish as the apex predator for vast areasof the world. Coastal pollution increased drastically, whichled to further degradation of coastal fisheries and severehealth risks to humans from eating shellfish, shrimp, andother filter feeders. There were also outbreaks of new dis-eases, such as rapidly evolving bacteria resistant to antibiotics.Luckily, climate change was not as bad as it could have beenbecause people were trying to curtail local pollutants like ni-trogen oxides and sulfur dioxide, which also act as agents ofclimate change. But sometimes the global phenomena af-fected local socioecological systems in severe ways.
At about the same time, businesses became more inter-ested in finding new markets in other parts of the world andconsumers began to demand a greater diversity of choices.The renaissance of global business led to greater internation-alization of governance and negotiation of new internationaltrade agreements. Some global barriers to trade started toerode, and the economy gradually became more globalized.
The negative large-scale environmental events werelargely seen as being caused by inadequate management ofthe global environmental commons. The growing interna-tional framework of trade and political institutions provideda foundation on which global environmental managementinstitutions could be rebuilt. The rebuilding was slow andtenuous, due to slowly changing institutions that oftenneeded disaster as a goad to action. Nevertheless, renewalbegan. The emerging institutions for international environ-mental management drew on decades of local and regionalexperience, including a rich history of successes and failures.The emerging institutions were more focused on ecosystemunits than in the early decades of the century. Watersheds,air basins, and coastal regions, rather than states or nations,became the basis for management. New large-scale man-agement was also more cautious, focused on learning whilemanaging, based on the successes that learning had broughtto many locales earlier. When two or more regions cametogether to manage a jointly shared problem, they oftenparticipated in deliberate small-scale trials to determine thebest management practices.
In the year 2050, Earth’s socioecological systems seempoised at a branch point. Local ecosystem management isvaried and improving in many regions. While problemsexist, the situation is better than in 2000. On the otherhand, global environmental problems have become morepressing. It seems possible that new approaches will emergefor addressing them, built in part on the varied experimentsof preceding decades. This hope beckons at the dawn of thesecond half of the twenty-first century.
5.5.4 TechnoGarden
Summary: Significant investments in environmental technol-ogy seem to be paying off. At the beginning of the century,doomsayers felt that Earth’s ecosystem services were breaking
down. As we look back over the past 50 years, however, wesee many successes in managing ecosystem services through con-tinually improving technology. Investment in technology wasaccompanied by significant economic development and educa-tion, improving people’s lives and helping them understand theecosystems that make their lives possible. On the other hand,not every problem has succumbed to technological innovation.In some cases, we seem to be barely ahead of the next threat toglobal life support. Even worse, new environmental problemsoften seem to emerge from the most recent technological solution,and the costs of managing the environment are continually ris-ing. Many wonder if we are in fact on a downward spiral,where new problems arise before the last one is really solved. Aswe look to 2100 and beyond, we need to cope with a situationin which problems are multiplying faster than solutions. Thescience and policy challenge for the next 50 years is to learn howto organize socioecological systems so that ecosystem services aremaintained without taxing society’s ability to invent and payfor solutions to novel, emergent problems.
Early in the twenty-first cen-tury, increased recognition of theimportance of ecosystem servicesled to increasingly formalized pat-terns of human/ecological interac-tions. The trend to formalizationled to definition of a wide varietyof ecological property rights, whichwere assigned to a variety of com-
munal groups, states, individuals, and corporations. Theserights often prompted ecosystem engineering to maintainprovision of the desired ecosystem services. Investment inecological understanding and natural capital meant that en-vironmental problems were often identified before they be-came severe.
Such property rights systems eased industrial countriesaway from protective subsidies and improved income op-portunities for developing countries. They also led to in-creasing government control through ‘‘green’’ taxes andsubsidies of research and development. Policies emphasizingresearch and development led to significant scientific ef-forts, particularly in the use of technological control tomaintain consistent resource flows. There was also a strongbelief that ‘‘natural capitalism’’—a focus on looking forprofits in working with nature—could be profitable forboth individuals and society. Big business became interestedin research and development of new technologies to pro-duce or enhance production of ecosystem services. The im-possibility of maintaining exclusive access to informationdrove ever more rapid innovation during the early period.It was a time of rapid gain and spread of knowledge aroundthe globe. Global communication, combined with opentrade policies, allowed the developing world to apply someof the new technologies and start developing their own.
As population continued to grow and demand for re-sources intensified, people increasingly pushed ecosystemsto their limits of production. This ecological engineeringwas done privately at local, small, or regional scales by avariety of private, public, and community and individual
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actors and was done within different types of property rightsschemes at different locations. Some areas established prop-erty rights schemes based on command and control, com-mon property, or market-based schemes, while othersremained open access. This engineering was far more so-phisticated, subtle, and adaptive than many traditional at-tempts at ecological engineering. The new ecologicalengineers were schooled in the engineering approach of‘‘fast, cheap, and out of control’’ and used advances in com-puter, communication, and materials sciences to permithuman infrastructure to be increasingly flexible, dynamic,and adaptive, like wild ecosystems. Innovations such aspop-up infrastructure allowed people to intervene in eco-logical dynamics rapidly and flexibly.
In response to negative consequences of intensive agri-culture in the industrial world—including land degradation,eutrophication of lakes and estuaries, and disease out-breaks—demand for ecological agriculture began to in-crease. In the 1990s, governments in several Europeancountries had already begun to change or remove agricul-tural subsidies following a series of agricultural crises in Eu-rope (mad cow disease, foot-and-mouth disease, swinefever, contamination of food with halogenated organiccompounds).
Ecological agriculture unfolded in two intertwinedplanes. Due to the increasing focus on ecosystem services,people began to realize that agricultural systems were em-bedded within landscapes and that agriculture could not justproduce food or fiber at the expense of all other potentialservices. This led to policies that encouraged farmers to cre-ate a landscape that produced a variety of ecosystem servicesrather than focusing on food as a single service. The goalof multifunctionality moved government agricultural policyaway from a focus on the volume of agriculture productionto a focus on agricultural profitability. Despite initial con-cerns that multifunctional agriculture would destroy farm-ing as a way of life and reduce yields, its profitability andlowered risk encouraged many farmers in Europe andNorth American to convert their operations. This trendbegan in the 1990s, and its expansion first in Europe andthen North America meant that by 2010 nearly half of Eu-ropean and 10% of North American farms were focusing ona multifunctional existence. By 2025, these numbers hadjumped to nearly 90% in Europe and 60% in NorthAmerica. The diversification of agricultural production andlower yields increased the profitability of farming—particularly smaller-scale farming—and reduced the powerof large-scale agribusiness.
Ecological agriculture and the end of widespread subsi-dies opened the rich world to agricultural inputs from poorcountries, and this spurred radical changes in agriculture inEastern Europe and later in Africa and Latin America. In-creased ability of developing countries to export agriculturalproduction encouraged investment in intensification. Thedemand of industrial countries for at least nominally safeand ecologically friendly production helped stimulate inten-sification efforts to increase production in environmentallyfriendly ways. Some of these developments came from theuse of genetically modified crops. Despite initial opposition
137Scenarios for Ecosystem Services: Rationale and Overview
in the EU, the absence of all but a few minor ecologicalproblems led to their widespread use. As crop productionfor the developing world remained somewhat less sensitiveto ecological issues, some local ecological degradation re-sulted from the agricultural intensification. Water pollution,eutrophication, deforestation, and erosion became signifi-cant problems in some locations.
These changes did not happen evenly across the entireworld. For example, development of green agriculturespread most rapidly in North European countries. East Eu-ropean countries were well positioned to export agriculturalproducts to the EU and were the first to intensify. In Africathe situation was quite heterogeneous; some countries insouthern Africa intensified their agricultural productionrapidly, while other African countries were unable to re-spond to these opportunities due to local problems in gov-ernance, lack of infrastructure, or water shortages anddroughts.
The engineering approach took hold in urban and sub-urban areas, too. The best urban management focused oncreating low or positive impact on ecosystems using greenarchitecture and on diverse transportation strategies andurban parks as functional ecosystems. In rich countries, newhousing developments begin to include rain gardens andwetland areas to clarify runoff and provide wildlife habitat.The specific activities that people engaged in varied by lo-cation, based on the ecosystem services they desired andthe difficulty of providing those services. In general, richcountries focused on providing water regulation servicesand cultural services, while developing countries focusedmore on the production and regulation of water and theproduction of provisioning services. Regional differenceswithin rich and poor worlds continued to exist due to cul-ture, governance, environmental factors, and the way thatproperty rights were organized.
The highly managed urban garden approach sometimesled to destruction of local, rural, and indigenous cultures.Since the dominant values tended to be functional, culturefor culture’s sake was not highly valued. The degree of thisloss was variable across regions, but some cultural loss wasinevitable everywhere. This lowered the adaptive capacityof local ecosystem management by diminishing society’s ca-pability to detect subtle changes in local ecological proc-esses, particularly in terms of detecting gradual changes inslow processes. On the other hand, sensitive and cheap eco-logical monitoring did allow for the rapid accumulation ofshort-term ecological knowledge.
Highly engineered systems turned out to be very vulner-able to disruptions, however. Even successful managementwas at risk from loss of process diversity, loss of local knowl-edge, and people’s dependence on stable, consistent suppliesof ecosystem services. Ecosystems tended to be simplifiedbecause the more obscure and apparently unimportantprocesses were not supported or maintained. At the sametime, increasing social reliance on the provision of ecosys-tem services led to declines in alternative mechanisms ofsupplying them. These factors combined to greatly increasethe risk of a major breakdown in provision of ecosystemservices. The problems were especially severe at the bound-
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aries between ecosystems and across scales, where local ef-fects of management interacted with large-scale fluctuationsin ecosystem conditions and function.
Looking back from the year 2050, it seems that we dida pretty good job managing and understanding a rapidlychanging world. There are some persistent or growing so-cial and ecological problems, like the loss of local knowl-edge about ecosystem services and eutrophication of freshwaters and coastal oceans. But in general people around theworld have better access to resources and we seem to bethinking more about multifunctionality and systems ap-proaches rather than single goals. Looking forward to 2100,there is great hope for continuing improvement in ecosys-tem management. We will need to cope with a situation inwhich problems (caused by new technologies) are some-times multiplying faster than solutions. The science andpolicy challenge for the next 50 years is to learn how toorganize socioecological systems so that ecosystem servicesare maintained without taxing society’s ability to invent andpay for solutions to novel, emergent problems.
5.6 Potential Benefits and Inadvertent NegativeConsequences of the ScenariosEach scenario illustrates the potential benefits and potentialrisks inherent in the path of each particular storyline. (SeeTable 5.2.) It is important to note that each scenarioemerges from the complex interactions of billions of peopleand millions of institutions, not from the action of a central-ized global controller. The world cannot be directed in oneof these four ways, but it could self-organize in one of theways envisioned by the scenarios or in some hybrid of thefour scenarios. At the level of individuals and nations, deci-sions by people will affect this self-organization of the Earthsystem.
It is reasonable to consider the relative benefits and neg-ative consequences of the scenarios. These are importantfor those who are considering their own decisions in thecontext of the scenarios. Also, there are decisions that couldtip the world incrementally toward one scenario or another,and decision-makers may wish to take this into account.Finally, we found that individuals hold contrasting viewsabout the desirability of different paths toward sustainability,and by considering benefits and risks we contribute to thedialogue among contrasting points of view.
Global Orchestration shows some obvious positives.Economic prosperity, global economic growth, and in-creased equity may lead to higher human well-beingaround the world. If this wealth leads to increased demandfor a better environment or to higher capacity to create abetter environment, ecosystems may be restored or betterprotected. As with all paths to the future, there is the poten-tial for inadvertent negative consequences. Increased wealthmay not lead to increased demand for a better environment,but only to increased demand for ecosystem services, whichcould degrade ecosystems through overuse. The focus onglobal issues in this scenario and the top-down delivery ofglobally orchestrated policies comes at the expense of local
Order from Strength increased security for those who can afford it lower economic growth because of fragmentation, inequality,conflict, and lost human potentialpolitical and trade barriers slow the spread of invasive species
and some diseases risk of security breaches (from middle well-off countries)
some regions remain well-endowed with ecosystem services environmental degradation of the global commons, and lossesof ecosystem services in poor regions
vulnerability due to fragmentation of ecosystem services
Global Orchestration economic prosperity and increased equality due to more efficient progress on global environmental problems may be insufficientglobal markets to sustain local and regional ecosystem services
wealth increases demand for a better environment and the breakdowns of ecosystem services create inequalitycapacity to create a better environment (disproportionate impacts on the poor
reactive management may be more costly than preventive orproactive management
TechnoGarden highly efficient management and utilization of ecosystems increasing reliance on particular technologies may decrease thediversity of systems for providing ecosystem services, therebytechnological enhancement of ecosystem servicesincreasing vulnerability to surprising breakdowns
forward-looking market mechanisms efficiently allocatesome technological innovations create the need for newecosystem servicestechnological innovations
wilderness disappears as ‘‘gardening’’ of nature increases, andpeople have fewer experiences of nature
less economic growth because of diversion of resources toenvironmental technology
Adapting Mosaic integration of management institutions with ecological processes little progress on global ecosystem problemsto improve the resilience of ecosystem services less economic growth than maximum possible because ofgrowth of adaptive capacity to sustain ecosystem services in a regionalization of economies and inefficiencies ofchanging world experimentation
and regional flexibility. Progress on global environmentalproblems may not be enough to sustain local ecosystem ser-vices, and without flexibility, these local issues may not beappropriately addressed. Finally, people and institutions inthis scenario are generally reactive to environmental prob-lems rather than proactive. Such reactive management maybe more costly than preventive management and may expe-rience costly failures in some cases.
Order from Strength has some adverse outcomes forecosystem services and human well-being. But there arealso some possible positive outcomes for ecosystem services.Lower international trade may mean that fewer invasivespecies are transported. It may also mean that fewer diseasesare spread or that diseases are not spread as quickly or as faras they might be in a more globally connected world. Thescenario implies that some wealthy people might have highlevels of security and that some ecosystems in wealthy areasmight be well protected. The potential inadvertent adverseoutcomes are more obvious. Fragmentation, inequality, andconflict may lead to lower economic growth and losthuman potential. Security may not be high because pres-sures from the dispossessed will be extremely high. A glob-ally fragmented world also risks degradation of the globalcommons and problems caused by fragmentation of ecosys-tems. Severe losses of ecosystems and their services couldoccur in some areas.
Adapting Mosaic focuses on flexibility locally and re-gionally. Local empowerment allows management to be
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proactive with respect to addressing ecosystem managementand to integrate management institutions with ecologicalprocesses to improve the resilience of ecosystem services.Because the benefits of ecosystem services are allocatedfairly, management institutions tend to focus on the currentand future provision of ecosystem services. Also, the focusof most people in the scenario is on adaptive capacity,which may help management institutions approach changemore flexibly and better sustain provision of services in arapidly changing world. However, as with all scenarios, thisone has potential for unintentional negatives. The high de-gree of focus on local and regional management leads to lessprogress on global problems than in a more globalizedworld. Also, there is less than the maximum possible eco-nomic growth because of the regionalization of economicsand the inefficiencies of experimentation.
TechnoGarden uses technology to maintain and im-prove the provision of ecosystem services. The benefits area highly efficient utilization of ecosystems for service provi-sion of targeted services and actual enhancement of the ser-vices provided. This scenario also includes forward-lookingmarket mechanisms, such as futures markets for ecosystemservices and appropriate systems of property rights to allo-cate and manage ecosystem services efficiently. When con-ditions are stable and predictable, the provision of servicesis high and extremely reliable. However, increasing relianceon technologies decreases the diversity of systems that pro-
139Scenarios for Ecosystem Services: Rationale and Overview
vide any one service and increases the number of connec-tions, thus increasing the vulnerability to unexpectedenvironmental or social changes. Some of these technologi-cal innovations will create problems that lead to the needfor new technological innovations to solve the problemscreated by the previous innovation. Finally, the ‘‘garden-ing’’ approach to natural resource management and provi-sion of ecosystem services may cause wilderness to disappearand people to have fewer experiences of nature and wild-ness. People who are less familiar with ecosystems may beless likely to understand the processes that build resilientand sustainable ecosystem services.
5.7 Breakdowns of Ecosystem Services in theFour ScenariosInterruptions, breakdowns, and surprising changes in eco-system services have occurred throughout human historyand occur in all plausible scenarios of ecosystem futures.Rapid, potentially irreversible changes are an important fea-ture of ecosystems that can confound human capacity forprediction and control. (See Chapter 3.) Surprises related toecosystem dynamics were identified by MA interviewees asan area of concern. The different scenarios are associatedwith varying patterns of disturbance to ecosystem services.
Probability distributions of extreme events are one wayof describing the differences among scenarios with respectto surprises. Suppose that all disturbances of ecosystem ser-vices were documented during each year for Earth as awhole and ranked in magnitude by the number of peopleaffected by the disturbance. Given such data from manyyears, a distribution could be constructed showing the like-lihood of extreme ecosystem events as a function of theirmagnitude. Distributions of extreme ecosystem events con-sistent with each scenario are presented in Figure 5.3. Thesedistributions illustrate our qualitative inferences about ex-treme events in the scenarios. They are not based on data,because no appropriate data or global models exist. Thesedistributions are integrated to produce the cumulativeprobability diagrams shown in Figure 5.4.
The scenarios are expected to be different in the fre-quency and magnitude of surprising changes in ecosystemservices. In Figure 5.3A, the magnitude of an ecosystemdisturbance is measured by the number of people it affects(x-axis). Because of the great range in event severity, we usea logarithmic (base-10) scale for the x-axis. The likelihoodof a disturbance of a given size is given by the correspond-ing y-axis value.
In Order from Strength, in which people have a reactiveand geographically limited approach to sustaining ecosys-tem services, there is a high chance of extreme disturbances.That is, extreme disturbances of ecosystem services have amoderately wide range with a rather high modal value (seeFigure 5.3A). In Figure 5.4, the Order from Strength lineis far to the right of all other lines, indicating that there is ahigh probability of a large disturbance event. Most of thehuman population inhabits relatively impoverished regionswith deteriorating ecosystem services, and this situation is
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Figure 5.3. Distributions of Extreme Events during MA Scenar-ios. The x-axis is the magnitude of the disturbance of ecosystemservices, measured by the number of people affected. The y-axis isthe likelihood of an extreme ecosystem event of a given magnitude.The total area under each curve is the same, because for each sce-nario the probabilities of all event magnitudes must sum to 1. Orderfrom Strength has a very high probability of extreme events affectingjust over one million people. Global Orchestration has a moderateprobability of extreme events affecting a small number of people dueto regional breakdowns in ecosystem services. It has a somewhatlower, but still significant, probability of larger, multi-region break-downs. TechnoGarden has a moderate to high probability of relativelysmall events and a low but significant probability of breakdowns thataffect extremely large numbers of people.
Figure 5.4. Cumulative Probability Distributions of ExtremeEvents. These distributions are derived from the distributions in Fig-ure 5.3. The x-axis is the number of people affected by a given event,and the y-axis is the probability of an event in which more people areaffected.
reflected in breakdowns that affect a relatively large numberof people.
Global Orchestration, in which the primary approach isfair trade and global policies to ameliorate poverty, hasslightly less chance of extreme disturbances because wealthis greater, the world is more connected, and there is greatercapacity to react to events when they occur. Also, break-downs tend to affect fewer people than in Order fromStrength. In Figure 5.3B, this is represented in the compara-ble range but a lower modal value for Global Orchestration.Similarly, in Figure 5.4, the Global Orchestration line issomewhat to the left of the Order from Strength line, indi-cating that the probability of large events will be somewhatsmaller.
In Adapting Mosaic, local vulnerability leads to some ex-treme events that affect only a small number of people. Atthe same time, diminished attention to the global commonsunderlies a small number of extreme events that affect largenumbers of people. These large breakdowns are less com-mon than in Order from Strength or Global Orchestration.This is represented as a bimodal distribution of extremeevents (see Figure 5.3C). Local adaptation reduces thenumber of ecosystem service breakdowns that affect largenumbers of people. Some regions become vulnerable, andin many years the most extreme breakdowns affect modestnumbers of people in these vulnerable regions. At the sametime, management of global commons problems, such asthe atmosphere and marine pelagic fisheries, tends to beneglected in Adapting Mosaic. Consequently, in some yearsbreakdowns of ecosystem services affect relatively large re-gions and relatively large numbers of people, thereby creat-ing the second mode in the curve of Figure 5.3C. Thisbimodal distribution can be seen in the changing slope ofthe Adapting Mosaic line in Figure 5.4. Also note that theline is to the left of the graph, indicating that most distur-bance events affect only a small number of people.
TechnoGarden has the widest distribution of ecosystemevent magnitudes (Figure 5.3D). The typical extreme eventaffects fewer people than Global Orchestration or Orderfrom Strength, but there are many more of these eventsthan in any other scenario. This is also shown in Figure 5.4:the right-side tail of the TechnoGarden line is higher thanthe lines for all other scenarios. The modal value of extremebreakdowns is lower than the mode for Global Orchestra-tion and lies between the modes for Adapting Mosaic.However, the distribution is widely dispersed; in manyyears, the most extreme breakdowns of ecosystem servicesare as large as the upper mode of Adapting Mosaic or themode in Order from Strength.
The probability of an extreme event that affects morethan a given number of people is the area of the curve to theright of that number of people. The vertical dotted line inFigure 5.3 indicates extreme events that affect 1 million peo-ple. Thus the area of each curve to the right of the line is theprobability of extreme ecosystem events that affect at least amillion people. These areas are collected in Figure 5.5. Ex-treme events that affect at least 1 million people are mostcommon in Order from Strength. They are less common inGlobal Orchestration. Extreme events are least common in
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Figure 5.5. Probabilities of Extreme Ecosystem Events Affectingat Least 1 Million People. Derived from Figure 5.3.
Adapting Mosaic and TechnoGarden, but for different rea-sons. In Adapting Mosaic, the emphasis of local, not global,commons problems means that there are some large-scalebreakdowns of ecosystem services. In TechnoGarden, theemphasis of high efficiency and rigid control makes ecosys-tem management vulnerable to unexpected events.
The impact of an extreme disturbance of ecosystem ser-vices will depend on society’s capacity to respond, compen-sate, and adapt to the disturbance. These capacities areexpected to differ among the scenarios. In Global Orchestra-tion, there is good capacity to respond to disturbances afterthe fact, but little attention to addressing underlying causes ofecosystem disturbances. In Order from Strength, rich nationsmay have considerable capacity to respond to internal distur-bances, but the capacity to respond to disturbances in poornations may be much less. In Adapting Mosaic, local and re-gional institutions create considerable capacity to address dis-turbances at those spatial scales, but the Earth system is morevulnerable to global disturbances that affect a relatively largenumber of people. In TechnoGarden, technology provides acapacity to address some kinds of disturbances, but it also cre-ates new vulnerabilities to the possibility of novel distur-bances. The complex interactions of disturbance regimes andcapacities to respond or adapt give rise to many of the com-plex dynamics that are thought to occur in the scenarios.
5.8 Transitions among the ScenariosThe scenarios are not predictions. The future of ecosystemservices will likely have elements from each of the four sce-narios. Indeed, the roots of all four scenarios are evident inthe present. Some of our interviewees see tendenciestoward Order from Strength in current events. Others seethe potential to change the world now through global poli-cies, adaptive local management, and technological innova-tions. Each scenario proceeds like a river in its own uniquechannel, but in actuality global dynamics will be more likea braided river, with different channels connecting at sometimes and diverging at other times. Table 5.3 presents someevents that could cause one scenario to branch into anotherone.
Global Orchestration could branch into Order fromStrength if global economic agreements break down, if
141Scenarios for Ecosystem Services: Rationale and Overview
Table 5.3. Potential for Each Scenario to Branch into Another Scenario
Scenario Order from Strength Global Orchestration Adapting Mosaic TechnoGarden
Order from emergence of strong global strong regional economic blocs same as for GlobalStrength institutions; these institutions develop; in some regions, there Orchestration, but more
are recognized as legitimate by is growing recognition of the emphasis on environmentalmost nations, while the derive importance of ecosystem technology as the key tocapacity from the economic, services and the will to invest in building ecosystem services forpolitical, and military power of learning to sustain ecosystem human well-beingwealthy nations; wealthy services; this recognitionnations recognize that their spreads, slowly and patchilysocieties cannot be sustained inisolation, and that global reformis necessary
Global globalization of the economy globalization of the economy recognition that human well-Orchestration stalls; global agreements break gives way to stronger regional being depends on ecosystem
down, including those related to blocs; recognition that local services and that technologythe environment; conflict and ecosystem services are critical can be used to managenationalism spread; wealthy for human well-being; ecosystem services morenations look inward devolution of property rights efficiently; rapid growth of
and responsibility for ecosystem investment in the environmentalservices to local authorities technology sector
Adapting spreading conflict overtakes the increased connectivity of the same as for GlobalMosaic collective problem-solving global economy and expansion Orchestration, but more
necessary for adaptive of global institutions are driven emphasis on environmentalmanagement of ecosystem by growing recognition of the technology as the key toservices economic opportunities from building ecosystem services for
expanded international trade human well-beingand by appreciation of commoninterest in solving globalproblems of inequity, hunger,disease, and breakdown ofglobal environmental commons
TechnoGarden globalization of the economy environmental technology globalization of the economystalls; global agreements break sector does not compete well gives way to stronger regionaldown, including those related to economically, so it does not blocs; recognition that lowthe environment; conflict and expand to the level envisioned controllability and lownationalism spread; wealthy in TechnoGarden predictability of ecosystemnations look inward services favor experimental
management with multipleapproaches and diversifiedecosystems; devolution ofproperty rights andresponsibility for ecosystemservices to local authorities;loss of economies of scale fortechnological solutions, andloss of confidence in large-scaletechnological fixes
conflict, fundamentalism, and nationalism spread, and if richnations look inward. Transitions of this type have been con-sidered in previous global scenario exercises. (See Chapter2.) On the other hand, if globalization gave way to region-alization of economic activity combined with devolution ofauthority for ecosystem services to institutions at appro-priate scales, the resulting system would resemble AdaptingMosaic more than Order from Strength. If in Global Or-chestration a strong technological sector emerged, and ifsociety were generally enthusiastic about technological ap-
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proaches to environmental needs, the system could branchtoward TechnoGarden.
It is more difficult to imagine transitions away fromOrder from Strength, because low economic growth, socialbreakdown, and environmental degradation would reducethe store of capital necessary for global transformation. Ifwealthy societies recognized that isolation were no longersustainable, perhaps they would have the capacity to buildglobal institutions that could move the system towardGlobal Orchestration. Alternatively, stronger regional eco-
nomic blocs could develop, at least in some parts of theworld. If this economic growth were coupled with invest-ment in human, social, and natural capital and with the de-velopment of appropriate institutions for ecosystemmanagement, the system could move toward Adapting Mo-saic. This transformation, however, would probably en-compass less of the world than envisioned in the globalscenario for Adapting Mosaic. In wealthy parts of the world,investments in environmental technology might lead to asort of TechnoGarden. However, the dispersion of techno-logical innovations globally would probably not occur un-less global institutions were expanded. Thus in this familyof scenarios, Order from Strength acts like a basin of attrac-tion—it is easier to understand how the global system mightmove into Order from Strength than it is to understandhow the system might move out of it.
The Adapting Mosaic scenario could branch towardGlobal Orchestration if there were sufficient impetus fromtransnational economic activity or if global commons prob-lems were perceived as more pressing and urgent. Indeed, amovement toward a more multiscaled sort of Global Or-chestration is envisioned near the end of the Adapting Mo-saic scenario. On the other hand, Adapting Mosaic couldshift toward Order from Strength if slow economic growthexacerbated conflict, fundamentalism, or nationalism. If thediverse approaches to ecosystem management led to suc-cessful technological innovations, technology could be-come an important part of Adapting Mosaic. This wouldmove the system toward TechnoGarden, although the focuswould be on local ecosystem management instead of theglobal focus envisioned in the TechnoGarden scenario.
The TechnoGarden scenario could branch towardGlobal Orchestration if the environmental technology sec-tor of the economy does not compete well and fails to ex-pand to the level envisioned in the TechnoGarden scenario.The events that could cause TechnoGarden to branchtoward Order from Strength are similar to those for GlobalOrchestration. If globalization stalls, if conflict, fundamen-talism, and nationalism expand, and if wealthy nations lookinward, the system could move toward Order fromStrength. TechnoGarden could move toward AdaptingMosaic if regional trading blocs became stronger. Also, iftechnological failures led people to think that ecosystemswere not predictable and controllable, ecosystem manage-ment could move toward diversified adaptive approaches.This would involve devolution of property rights and au-thority to appropriately scaled institutions. If such changesoccurred, the world of TechnoGarden could branch towardthat of Adapting Mosaic.
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