CC-BYAksea, RubenRittera, SimoneMarchaua, VincentVeenemanb, Wijnand2024-11-262024-11-262024978-94-64981-82-7https://hdl.handle.net/20.500.14235/2191Game changer? Planning for just and sustainable urban regions, Paris, 8-12th July 2024Public and private actors who develop mobility innovations in practice often rely on control and reduce strategies when facing uncertainty. Different strategies to deal with uncertainty have been proposed in theory that are more adaptive and robust, such as joint-fact finding and other collaborative governance approaches. Question is how to stimulate actors to use these approaches in practice. This paper has evaluated the effectiveness of an intervention on mindset and synergy, to test the idea that stimulating behavioural conditions can lead to more collaborative responses to uncertainty. This intervention was evaluated in a control and intervention session of a serious game that simulates a multi-actor decision-making process of negotiating about mobility innovations for a sustainable mobility plan. Both sessions were compared in terms of negotiation process and outcome, and strategies to deal with uncertainty. We found that in both sessions actors used collaborative strategies to deal with uncertainty, but in the control session participants were also applying control strategies for their own organization to reduce uncertainty, because of the inhibiting conditions on mindset and synergy. We conclude that combing a psychological perspective with governance approaches for uncertainty is a promising way to experiment with interventions to deal with uncertainty. Key words: Uncertainty; Risk; Serious Game; Intervention; Decision-makingEnglishopenAccessconferenceObject2971-2986