All three deal with complexity, normativity and uncertainty in an action-oriented way and have mechanisms of self-correction and adaptation which is necessary for transformations which cannot be planned and implemented from the top, but which must find solutions to demands for participation, fairness in outcomes, unintended effects in order to remain legitimate and secure continued support from societal stakeholders.
A third point concerns the link between theory and practice. The paper’s general, theoretical story is very broad and ambitious, using an extensive, abstract and complex vocabulary. Much of this, moreover, is action-oriented, pointing out major carriers and direction of change. Two cases serve as quick illustrations, loosely underwriting some key statements. This presents, in my view, too much of a gap. The paper could do more to translate the general aspects of transformative governance into more specific project aspects, as an evaluative framework for debating the cases.