Figure 3.2 shows these various layers of context. They are pictured as overlapping circles that all three have direct potential impact on the characteristics of the
actors, indicating that wider context do not need to first influence governance and
then the specific case context before having an impact, even though some of their
influence will work like that. Also the other way around, the case process
influencing the evolution of the contexts, is possible, but this influence will mostly
be limited to the specific context.
In Fig. 3.3, many theorems and other ideas are employed. Compared to Fig. 3.1
this figure does also show process development (change processes—in the form of
the processes over time). The actor characteristics are much more elaborated here,
not visualised as linked to specific actors and for presentation reasons placed
outside of the process box. This enables showing the mutual influences between
these factors and the process itself (compare Mohlakoana 2014).
Motivations—The origins of motivations for behaviour, including for the positions taken in interaction processes, first of all lay in own goals and values.
Self-interest, like in many economic theories, plays of course a strong role here. But
also more altruistic values can directly lead to genuine own goals (Gatersleben and
Vlek 1998). External pressures can be also a motivating force. Like all motivational
factors they could in principle also be conceptualised as belonging to one’s ‘own’
purposes. However, such conceptualisation will make them often forgotten or
underemphasised. These external pressures can be based on force, but more often
will be softer influences from normative acceptance of the legitimacy of such
external wishes and even by identification with the group from which such
expectations come. Last but not always least also the ‘self-effectiveness assessment’
(Bandura 1986) can play a large role as a motivational factor. This concept points to
the de-motivational effect that occurs when an actor perceives its preferred behaviour as beyond its capacity. It shows part of the relation between motivation and
the availability of resources. While all of these elements are rooted in social and
Fig. 3.2 Interaction processes influenced simultaneously by various layers of context
48
H. Bressers et al.
actors, indicating that wider context do not need to first influence governance and
then the specific case context before having an impact, even though some of their
influence will work like that. Also the other way around, the case process
influencing the evolution of the contexts, is possible, but this influence will mostly
be limited to the specific context.
In Fig. 3.3, many theorems and other ideas are employed. Compared to Fig. 3.1
this figure does also show process development (change processes—in the form of
the processes over time). The actor characteristics are much more elaborated here,
not visualised as linked to specific actors and for presentation reasons placed
outside of the process box. This enables showing the mutual influences between
these factors and the process itself (compare Mohlakoana 2014).
Motivations—The origins of motivations for behaviour, including for the positions taken in interaction processes, first of all lay in own goals and values.
Self-interest, like in many economic theories, plays of course a strong role here. But
also more altruistic values can directly lead to genuine own goals (Gatersleben and
Vlek 1998). External pressures can be also a motivating force. Like all motivational
factors they could in principle also be conceptualised as belonging to one’s ‘own’
purposes. However, such conceptualisation will make them often forgotten or
underemphasised. These external pressures can be based on force, but more often
will be softer influences from normative acceptance of the legitimacy of such
external wishes and even by identification with the group from which such
expectations come. Last but not always least also the ‘self-effectiveness assessment’
(Bandura 1986) can play a large role as a motivational factor. This concept points to
the de-motivational effect that occurs when an actor perceives its preferred behaviour as beyond its capacity. It shows part of the relation between motivation and
the availability of resources. While all of these elements are rooted in social and
Fig. 3.2 Interaction processes influenced simultaneously by various layers of context
48
H. Bressers et al.