Community Resilience to Climate Change: Theory, Research and Practice

24 Figure 5. Influence/interest diagram summarizing stakeholders rank in the small-scale maize production system in Huehuetenango. Note: stakeholders in dotted lines did not take part in this research. 3. COMPLICATIONS OF THE PSP IN THE ANALYSIS OF RESILIENCE The results presented in Section 2 offer relevant evidence to discuss the ambiguity of resilience and its complications. The ambiguity of resilience, in this case, does not arise from the differences between many definitions of resilience [13], but from the way in which stakeholders interpret it for their specific context and problem. The differences that emerged during the PSPmight already be noticeable for the reader, but the analytical lenses proposed in this paper offer a perspective of the deeper and more conflicting differences in the agendas and mental models held by each stakeholder group. These cognitive differences set the scene for analysing the conflict that could unfold during the negotiation of a single scope of resilience. The more mutually exclusive agendas and mental models are, the harder it is to reach a scope of resilience that satisfies all the stakeholders. As Eriksen et al. [39] pointed out, adaptation will change social, political and economic relationships between stakeholders, “yet not all these changes are desirable for everybody”. This section concludes by discussing the practical implications of resilience ambiguity in the policymaking process. These implications are not only political but also methodological and require thoughtful planning of the PSP. While it might be possible to mitigate some drawbacks, more research is needed before outlining a comprehensive framework for addressing the political challenges that resilience entails. 3.1. Constructing an Interpretation of Resilience The experience in the district of Huehuetenango in Guatemala shows that different stakeholders have different interpretations of resilience. These interpretations of resilience are context specific [40,41] and reflect the values and beliefs of the stakeholders involved. In other words, stakeholders make sense of what resilience means in their particular context and frame the analysis process accordingly. In this case study, different interpretations of resilience are reflected in (a) the different goals and desired outcomes (strategic agenda) stated during the interviews (see Table 2) and (b) the different descriptions of the causes of the problem (mental models) captured in the CLDs (see Figure 1). When looking at the strategic agenda, stakeholders see the maize production system at different levels of aggregation (household level vs. regional level). As presented in the results section, delegates from the same stakeholder group share similar perspectives about the purpose of the system (see Table 2). With the exception of the farmers, the groups also share some alignment among themselves. The