By Vivian Nguyen and Chris Cvitanovic.
2. Chris Cvitanovic (biography)
What are the practical enabling conditions necessary for effectively implementing strategies to enhance knowledge exchange at the science-policy interface?
To address this question, we undertook a comprehensive and global review of the published literature in the field of environmental management. Specifically, following established scoping review protocols, we examined 56 empirical case studies that document enablers of effective knowledge exchange between science and policy. By doing so, we also identified and provided actionable insights that can help anyone working at the interface of science and policy to enhance their knowledge exchange efforts, ultimately leading to more impactful and desirable outcomes, and ensuring that the benefits of knowledge exchange efforts outweigh the cost of implementation.
Enablers of knowledge exchange
We organized the enabling conditions into a framework focusing on capacities, highlighting ways to enable knowledge exchange from organizational, individual, financial, material, practical, political, and social dimensions. The stakeholders we refer to below include a broad range of people working at the interface of environmental science and policy, such as funders/donors, boundary-spanners (eg., knowledge brokers), researchers doing applied work, and decision-makers. The key enablers within each of these categories are summarised in the following points:
- Organizational Capacity: Effective knowledge exchange at the interface of science and policy requires diverse organizations with strong leadership and clear goals. Key enablers include aligning project objectives with stakeholders, co-producing knowledge through collaborative processes, and ensuring all stakeholders value the knowledge exchange work equally. Understanding the history and capabilities of intended knowledge users and non-academic partners also enhances relevance and accessibility.
- Individual Capacity: Individuals involved in knowledge exchange need strong social networks and collaborative skills. Major enablers include building and maintaining relationships, networking, and establishing trust among stakeholders. Tailoring communication to make information relevant and accessible, developing a shared language, and maintaining transparency are also crucial.
- Financial Capacity: Securing sufficient, flexible, and long-term funding is essential for sustaining knowledge exchange activities.
- Material Capacity: Providing necessary resources and tools, such as boundary objects that facilitate communication among scientists and decision-makers, is vital for effective knowledge exchange.
- Practical Capacity: Research organizations should offer those involved in knowledge exchange flexible time and space for learning and growth. Conducting evaluations, engaging in social learning, sharing expertise, and providing training are important practical enablers.
- Political Capacity: High political interest and support strengthen the science-policy interface. Boundary spanners, who act as knowledge exchange brokers, play a crucial role by facilitating the exchange of knowledge and ensuring it is used in decision-making.
- Social Capacity: Informal, face-to-face engagement with stakeholders is important for developing interpersonal connections. Regular and sustained communication throughout and after knowledge exchange projects helps maintain engagement and trust.
Towards improved knowledge exchange
In each category we recommend actions that can improve knowledge exchange.
- Strengthen Organizational Capacity:
- Align Objectives: Ensure that research project goals are clearly defined and aligned with the interests of all non-academic partners. Regularly revisit and adjust these goals to maintain relevance.
- Foster Collaborative Processes: Encourage co-production of knowledge by involving stakeholders in the research process from the outset. This can be achieved through workshops, joint planning sessions, and continuous feedback loops.
- Invest in Leadership Development: In recognition that knowledge exchange requires diverse skills and expertise within organizations and teams, provide training and support for leaders to develop skills in managing diverse teams and facilitating effective knowledge exchange.
- Enhance Individual Capacity:
- Build Social Networks: Create opportunities for all those involved in the interface between science and policy to network and build relationships. This can be facilitated through regular meetings, conferences, and online platforms.
- Develop Communication Skills: Offer training programs focused on effective communication, including how to tailor messages to different audiences and use storytelling to convey complex information.
- Promote Trust and Transparency: Establish clear communication channels and maintain transparency in all interactions to build trust.
- Secure Financial and Material Capacity:
- Diversify Funding Sources: Seek research funding from a variety of sources, including government grants, private sector partnerships, and philanthropic organizations. This can provide financial stability and flexibility to underpin knowledge exchange.
- Provide Necessary Resources: Ensure that all necessary tools and resources are available to support knowledge exchange activities. This includes access to technology, data, and boundary objects.
- Develop Practical Capacity:
- Create Learning Opportunities: Offer regular training and professional development opportunities to build practical skills. Encourage social learning and the sharing of expertise within and between organizations.
- Conduct Evaluations: Implement regular evaluations of knowledge exchange activities to identify strengths and areas for improvement. Use these insights to refine strategies and practices.
- Engage Political Stakeholders:
- Actively involve political stakeholders in knowledge exchange activities to ensure their support and interest. This can be done through briefings, policy dialogues, and collaborative projects.
- Utilize Boundary Spanners:
- Employ individuals who can act as brokers between the scientific and policy communities, facilitating the exchange of knowledge and ensuring its application in decision-making.
- Foster Social Capacity:
- Encourage Face-to-Face Engagement: Promote informal, face-to-face interactions among stakeholders to build interpersonal connections and trust. This can be achieved through regular meetings, site visits, and social events.
- Maintain Sustained Communication: Ensure continuous communication throughout and after knowledge exchange projects to keep stakeholders engaged and informed. Use a variety of communication channels to reach different audiences.
Concluding remarks
Do the enablers we identified resonate with your experience? Do you have others to share? Which recommended actions have you found to be effective?
To find out more:
Kapoor, T., Cvitanovic, C., Klenk, K. and Nguyen, V. M. (2024). Taking knowledge exchange to practice: A scoping review of practical case studies to identify enablers of success in environmental management. Environmental Policy and Governance: 1-18. (Online – open access) (DOI): https://doi.org/10.1002/eet.2128
Use of Generative Artificial Intelligence (AI) Statement: The blog post was drafted and developed based on Kapoor et al. (2024). AI was then used to help streamline the blog post to meet the requirements of i2Insights. (For i2Insights policy on generative artificial intelligence please see https://i2insights.org/contributing-to-i2insights/guidelines-for-authors/#artificial-intelligence.)
Biography: Vivian Nguyen PhD is an assistant professor at the Institute of Environmental and Interdisciplinary Science, Carleton University, Ottawa, Canada. She works at the boundaries of natural and social sciences to support research that informs conservation and environmental management.
Biography: Chris Cvitanovic PhD is at the University of New South Wales in Canberra, Australia. He is a transdisciplinary marine scientist working to improve the relationship between science, policy and practice to enable evidence-informed decision-making for sustainable ocean futures.
This review is welcome and the different dimensions resonate.
We have recently summarized over 15 years of trying this out in practice, see the latest blog in Betterevaluation.org
https://www.betterevaluation.org/blog/how-deci-mentoring-framework-supports-increasing-policy-influence-through-evaluation-communication-0
Of possible interest from the practical side.
Thanks for this interesting review. This all makes sense, accords with my own experience and research. The thought occurs given many if not most of these aren’t in place in any given initiative (especially in the early phases), is there an order of priority to establish them? And given many of these are shared responsibilities or emergent properties, who needs to what differently to make them so is an interesting and important challenge!
A comprehensive description for a high performing NFP NGO (not-for-profit, non-governmental organisation) in the social/environment space, though the most challenging issue is not addressed – maintaining core capacity when there is limited confidence in the continuity of funding. A transition to a nature-based economy, where the true value of Natural Capital is recognised, will provide opportunity to address this political uncertainty.
From my research these resonate, and I bundle them under the idea of a ‘research entrepreneur’, who carried out high quality research, engages face-to-face not only with decision makers and political figures but with those who can advocate a position, who are effective boundary spanners and have strong institutional knowledge of the organisations they seek to influence. Thanks for this reflection.