Participatory research and power

By Diana Rose

Diana Rose
Diana Rose (biography)

Can even the most well-designed participatory research really level the power relations between researchers and the relevant community? The key issues are who sets the research agenda, who drives the research process and governs it, and who interprets information. In all these aspects of research, the aim is for the community to no longer be ‘subjects’ but equal partners.

In this blog post, I outline challenges to achieving this mission, so that we can be realistic about what’s involved in trying to achieve equal partnerships. The difficulties identified are not proposed as tensions to be ‘solved’ but as dilemmas that can be articulated so as better to facilitate good practice, not reach an unattainable perfect state. Continue reading

What do you know? And how is it relevant to unknown unknowns?

By Matthew Welsh

Author - Matthew Welsh
Matthew Welsh (biography)

How can we distinguish between knowledge and ignorance and our meta-knowledge of these – that is, whether we are aware that we know or don’t know any particular thing? The common answer is the 2×2 trope of: known knowns; unknown knowns; known unknowns; and unknown unknowns.

For those interested in helping people navigate a complex world, unknown unknowns are perhaps the trickiest of these to explain – partly because the moment you think of an example, the previously “unknown unknown” morphs into a “known unknown”.

My interest here is to demonstrate that this 2×2 division of knowledge and ignorance is far less crisp than we often assume.

This is because knowledge is not something that exists in the world but rather in individual minds. That is, whether something is ‘known’ depends not on whether someone, somewhere, knows it; but on whether this person, here-and-now does. Continue reading

Using discomfort to prompt learning in collaborative teams

By Rebecca Freeth and Guido Caniglia

Image of Rebecca Freeth
Rebecca Freeth (biography)

We know that reflecting can make a marked difference to the quality of our collective endeavour. However, in the daily busyness of inter- and trans- disciplinary research collaborations, time for reflection slides away from us as more immediate tasks jostle for attention. What would help us put into regular practice what we know in theory about prioritising time to reflect and learn?

Image of Guido Caniglia
Guido Caniglia (biography)

Discomfort sometimes provides the necessary nudge in the ribs that reminds us to keep reflecting and learning. The discomfort of listening to the presentation of a colleague you like and respect, but having very little idea what they’re talking about. Or, worse, failing to see how their research will make a worthy contribution to the collective project. The discomfort when an intellectual debate with a colleague turns personal. The discomfort of watching project milestones loom, knowing you’re seriously behind schedule because others haven’t done what they said. Continue reading

Accountability and adapting to surprises

By Patricia Hirl Longstaff

Image of Patricia Hirl Longstaff
Patricia Hirl Longstaff (biography)

We have all been there: something bad happens and somebody (maybe an innocent somebody) has their career ruined in order to prove that the problem has been fixed. When is blame appropriate? When is the blame game not only the wrong response, but damaging for long-term decision making?

In a complex and adapting world, errors and failure are not avoidable. The challenges decision-makers and organizations face are sometimes predictable but sometimes brand new. Adapting to surprises requires more flexibility, fewer unbreakable rules, more improvisation and deductive tinkering, and a lot more information about what’s going right and going wrong. But getting there is not easy because this challenges some very closely held assumptions about how the world works and our desire to control things. Continue reading

Why model?

By Steven Lade

Steven Lade
Steven Lade (biography)

What do you think about mathematical modelling of ‘wicked’ or complex problems? Formal modelling, such as mathematical modelling or computational modelling, is sometimes seen as reductionist, prescriptive and misleading. Whether it actually is depends on why and how modelling is used.

Here I explore four main reasons for modelling, drawing on the work of Brugnach et al. (2008):

  • Prediction
  • Understanding
  • Exploration
  • Communication.

Continue reading

Fourteen knowledge translation competencies and how to improve yours

By Genevieve Creighton and Gayle Scarrow

Genevieve Creighton
Genevieve Creighton (biography)

Knowledge translation encompasses all of the activities that aim to close the gap between research and implementation.

What knowledge, skills and attitudes (ie., competencies) are required to do knowledge translation? What do researchers need to know? How about those who are using evidence in their practice?

As the knowledge translation team at the Michael Smith Foundation for Health Research, we conducted a scoping review of the skills, knowledge and attitudes required for effective knowledge translation (Mallidou et al., 2018). We also gathered tools and resources to support knowledge translation learning. Continue reading