Approaching a Sustainable Vector Model for Environmental Crisis Management

ABSTRACT

The major challenge facing human society in the 21st century is represented by the environmental crisis. In this context, the present article proposes a sustainable vector model for managing the environmental crisis. It focuses on social, economic, and ecological aspects, with the aim of providing a framework for analysis and adapted solutions. By integrating environmental factors into decision-making processes and public policies, this model aims to improve the quality of life and promote sustainable development. This study presents a comprehensive and cohesive framework for addressing environmental challenges by integrating the Context Triangle and Phenomenon Triangle to develop a sustainable vector model. This novel approach to crisis management aims to provide a holistic and adaptive response to the complex and evolving needs of society and the environment, acknowledging the interconnected nature of environmental issues. The proposed sustainable vector model seeks to understand the trade-offs and synergies between various dimensions of sustainability, ultimately facilitating the development and implementation of more robust and equitable strategies. By incorporating this vector-based approach, the integrated framework can be employed to examine the intricate relationships between different aspects of environmental challenges, fostering a deeper understanding of their interconnected nature and promoting more effective interventions. Moreover, potential advancements may involve fractalizing the integrated framework on multiple levels, allowing for a more elaborate and comprehensive sustainable management approach. By extending the system into a multi-level fractal structure, stakeholders can investigate the relationships between different aspects of environmental challenges, ultimately driving the development of innovative and adaptive strategies that can better address the ever-changing needs of our planet and its inhabitants.

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