Abstract Learning and Action Alliances (LAAs) are becoming an increasingly popular method for overcoming the challenges associated with participatory forms of governance, where decision making requires collaboration between stakeholders. In flood risk management, LAAs provide a mechanism through which institutional participants can come together, share knowledge, innovate, and devise solutions to ‘wicked’ problems. While the social learning generated at LAAs is now well understood, the mechanism by which this learning is translated into action is less so. In this paper, we argue that in order to maximise the potential for action, LAAs must attend to different elements of capacity building, in order that action can diffuse outwards, from the individual members of the LAA, to their organisations and society beyond. By investigating two UK case study examples, we illustrate how different elements might be utilised in combination, to maximise the potential for longer-term, longer-lasting change. We conclude that the architects of participatory processes, including LAAs, should attend to different elements of capacity building, and consider those best suited to their individual contexts and objectives.

中文翻译：

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利用学习和行动联盟来建设地方洪水风险管理的能力

摘要 学习与行动联盟 (LAA) 正成为克服与参与式治理相关挑战的一种越来越流行的方法，其中决策需要利益相关者之间的合作。在洪水风险管理中，LAA 提供了一种机制，机构参与者可以通过该机制聚集在一起、共享知识、创新和设计解决“棘手”问题的方法。虽然 LAA 产生的社会学习现在已经很好理解，但将这种学习转化为行动的机制却不太了解。在本文中，我们认为，为了最大限度地发挥行动的潜力，LAA 必须关注能力建设的不同要素，以便行动可以从 LAA 的个人成员向外扩散到他们的组织和社会之外。通过调查两个英国案例研究示例，我们说明了如何组合使用不同的元素，以最大限度地发挥长期、持久变化的潜力。我们得出的结论是，参与式流程的设计者，包括 LAA，应该关注能力建设的不同要素，并考虑那些最适合其个人背景和目标的要素。