Primer

Understanding diversity primer: 10. Advanced considerations

By Gabriele Bammer

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Once researchers have a basic understanding of various types of diversity and their impacts on researching complex societal and environmental problems, what else is it useful for them to know? How can we move towards effective ways of incorporating more diversity into research?

It is important to recognize that, while the principle of increasing diversity is admirable, putting it into practice is hard, time-consuming and risky. Increasing diversity by embedding newcomers into existing teams or establishing new teams requires time and effort to reach new understandings and ways of working to ensure that no-one is marginalized or discounted, and to resolve miscommunications and disagreements.

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Understanding diversity primer: 9. Team roles

By Gabriele Bammer

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What is the range of roles that members of a team need to cover in order for the team to be effective? What strengths and weaknesses are associated with each role?

Teamwork is common in research on complex societal and environmental problems. The Belbin team roles identify nine clusters of skills that need to be included within a team for it to be most effective. An individual can bring more than one cluster of skills to the team, with most people having two or three Belbin team roles that they are comfortable with.

Each of the nine roles described below is considered to be equally important and each has strengths and weaknesses. Different roles are likely to be required at different times during a team’s work.

Resource Investigator
These team members use their inquisitive nature to find ideas to bring back to the team.

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Understanding diversity primer: 8. Personality

By Gabriele Bammer

primer_diversity_8_personalityWhat is a useful way of understanding personality and why is it important? How could personality affect how problems are framed, understood and responded to? How does personality affect how well those contributing to the research work together?

Personality is one of the most evident ways in which people differ. A useful way of coming to terms with this aspect of diversity is to focus on traits that predict behaviour. The HEXACO model is considered to be valid across cultures and focuses on 6 traits:

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Understanding diversity primer: 7. Culture

By Gabriele Bammer

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How can we begin to understand cultural diversity? How does culture affect how problems are framed, understood and responded to? How does culture affect how well those contributing to the research work together?

In this primer, the term ‘culture’ is used to describe the social behaviours and norms of groups in society. There is, therefore, overlap with values, but culture and values are not identical. Cultural differences are commonly thought of in relation to the inhabitants of different countries, but can also apply to occupations, religions, age-groups, members of different social classes and much more.

Geert Hofstede’s framework for measuring national cultures provides a useful starting point for understanding cultural diversity. I have used different labels for the six dimensions of the framework, each of which can be seen as a gradation. The dimensions also generally work for social groups other than nations.

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Understanding diversity primer: 6. Interests

By Gabriele Bammer

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What are interests and why are they important? How do they affect how problems are framed, understood and responded to? How do they affect how well those contributing to the research work together?

What are interests?

Interests will be familiar through attention paid to ‘conflicts of interest,’ ‘vested interests’ and ‘interest groups.’ Yet interests are challenging to pin down.

The common definition of interests as things that a person is curious about has some relevance for research. It needs to be rounded out by another aspect of interests, which is about having a stake in something and standing to gain or lose depending on what happens to that something.

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Understanding diversity primer: 5. Values

By Gabriele Bammer

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How can differences in values be understood? How do differences in values affect research on complex societal and environmental problems, especially how problems are framed, understood and responded to, as well as how well those contributing to the research work together?

Ten basic personal values

Shalom Schwartz’s theory of basic values (2012) identifies ten broad personal values, which are differentiated by their underlying goal or motivation, as described in the table below. These values seem to be culturally robust.

Overall, each value helps humans cope with one or more of three requirements of existence, namely the needs of:

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Understanding diversity primer: 4. Power

By Gabriele Bammer

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How can an understanding of diversity in power improve research on complex societal and environmental problems? What are the different ways in which diversity in power plays out?

Simply put, there are currently two common ways in which power is taken into account in research on complex societal and environmental problems:

  1. those working with marginalised stakeholders, or otherwise committed to giving everyone involved in the research an equal voice, often seek to eliminate differences in power
  2. those who seek to use their research to change policy or practice generally attempt to find ways to influence those with the power to make those changes.

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Understanding diversity primer: 3. Perceptions of good research

By Gabriele Bammer

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How do different perceptions arise of what makes for ‘good’ research? How can researchers come to understand such differences and their impacts on how problems are framed, understood and responded to, as well as how they affect the ability of those contributing to the research to work together?

Differences arise because training in a discipline involves inculcating a specific way of investigating the world, including which types of questions are worth addressing; legitimate ways of gathering, analysing and interpreting data; standards for validation; and the role of values in the research process. Educating someone in a discipline aims to make the discipline’s specific approach to research ingrained and tacit.

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Understanding diversity primer: 2. Mental models

By Gabriele Bammer

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What are mental models and why are they important? How do they affect how problems are framed, understood and responded to? How do they affect how well those contributing to the research work together?

Mental models are a person’s understanding of the world and how it works, and are unique to each person. They exist in a person’s mind as a set of small-scale simplified models about different aspects of reality that are functional but necessarily incomplete.

Mental models apply to all aspects of reality ranging from concrete objects such as a ‘chair;’ to abstract concepts such as ‘trust;’ to geographical locations such as ‘Sydney;’ to connections, interconnections and causal relationships; and to simple and complex situations.

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Understanding diversity primer: 1. Why diversity?

By Gabriele Bammer

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Why do researchers who tackle complex societal and environmental problems need to understand diversity? What kinds of diversity are relevant? What are some good starting points?

Diversity is critical for:

  • developing a more comprehensive understanding of any complex problem, both what is known and what is not known
  • providing a greater range of ideas about addressing the problem, including what may and may not work
  • providing deeper and more effective insights into how the research can support policy and/or practice action to address the problem by government, business and civil society.

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Stakeholder engagement primer: 10. Advanced skills

By Gabriele Bammer

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Once researchers understand the basics of stakeholder engagement, what else is it useful for them to know? What additional concepts, methods and processes are helpful additions to their skill set so that they can engage more effectively?

Two areas for building additional skills are considered here:

  • Understanding and managing power and control
  • Working effectively with multiple stakeholders.

These areas are ripe for consolidation of existing knowledge and experience, as well as of useful tools. Here only some considerations are sketched out, drawing predominantly on key contributions to the i2Insights blog.

Understanding and managing power and control

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Stakeholder engagement primer: 9. Evaluating engagement

By Gabriele Bammer

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How can the effectiveness of stakeholder engagement be judged? How can the outcomes be assessed? How much effort should go into such evaluation?

How and when to evaluate

In any stakeholder engagement there is no shortage of aspects that could be evaluated. The challenge is aligning the audience for the evaluation, the key issues to be assessed and the available resources.

For example, if a research team is interested in learning from what went wrong in a stakeholder engagement (for instance, if a stakeholder stopped participating or became hostile) and has no money set aside for evaluation, it might rely on self-reflection and anecdotal evidence to figure out what happened.

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