Exploring the behavioural attributes, strategies and contextual knowledge of champions of change in the Canadian water sector

Abstract

Sustainable water resource management (WRM) is failing to be fully implemented in Canada due to, among other things, cultural and structural inhibiting factors. There is a need for water professionals to develop their understanding of the ways in which cultural and structural barriers within prominent water resource management institutions can be broken down and/or navigated so that climate change and sustainability challenges can be more appropriately addressed. This study explored, for the first time in Canada, champion leadership approaches by interviewing champions in the Canadian water sector, with a focus on behavioural attributes, strategies and contextual factors. The findings revealed the significance of both formal and informal relationships, passion in communication, respectful and humble networking and work relations alongside necessary risk taking as key behavioural strategies for Canadian water champions. It also exposed the need to understand contextual realities of mandate gaps, control and secrecy at the federal level versus the more open and responsive culture at the municipal level. While the context can inhibit change, it does not necessarily inhibit it if the champion is well equipped to understand the institution and the strategies that can influence it. Such strategies include the creation of windows of opportunities and the use of media such as journalists, for risk-taking change efforts that do not have to be socially and professionally threatening. Water professionals who have a better understanding of the champion experience in Canada may be in a better position to contribute to a more effective implementation of sustainable WRM in Canada.