Compared with ‘normal’ modernist policy makers, transition managers are explicitly aware of the fact that they are handling complex problems and uncertain processes involving multiple, multi-level stakeholders. They are also aware that they are caught up in a cycle of problem-definition, intervention and response. Such complexities are to some degree accommodated in the framework of ‘reflexive governance’, this being a discourse and an approach that acknowledges and responds to the processes of globalisation and that recognises the increasing extent and range of actors involved in the organisation of daily life. A system orientation, when combined with ideas of reflexive governance, implies not one moment of intervention, following which managers stand back and await the desired result, but a constant, continual dynamic in which further adjustments are required as environmental conditions change, these changes being, in part, the outcome of previous interventions. Feedback, monitoring and circuits of action and reaction are integral to this overall scheme.