A Model at its Limits: The Intergovernmental Panel on Climate Change (IPCC) from the Inside

The Intergovernmental Panel on Climate Change (IPCC) has, over almost 35 years, developed into a model for effecting science-led governance for global environmental change. However, on the back of the sixth Assessment Report, and with preparations underway for the seventh, the IPCC arguably faces an identity crisis. With many inside and outside the IPCC perceiving a persistent disconnect between this immense scientific enterprise and meaningful political action, some argue the IPCC is failing to fulfil its social contract. At this important juncture, which could have implications for other spheres of global governance, a pilot study was conducted, interviewing IPCC authors about how they perceive the IPCC’s social contract has evolved according to the interplay of key elements that IPCC members draw on to define the organization’s identity and authority. Building on a long history of critical social science about the IPCC, this study found that authors discussed a weave of identity elements, which were categorized under three headings: (i) task identification and interpretation; (ii) mode of operation; and (iii) shifting key concerns. As scoping exercises ramp up for the seventh Assessment Report, IPCC leadership will need to be mindful of how groups inside and outside the IPCC are re-crafting the identity and authority of the organization.