Accountability and adapting to surprises

By Patricia Hirl Longstaff

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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.

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How to support research consortia

By Bruce Currie-Alder and Georgina Cundill Kemp

Bruce Currie-Alder (biography)

A research consortium is a model of collaboration that brings together multiple institutions that are otherwise independent from one another to address a common set of questions using a defined structure and governance model. Increasingly consortia are also being joined in cross-consortia networks. How can connections be made across the institutions in individual consortia, as well as in cross-consortia networks, to ensure that such collaborations are more than the sum of their parts?

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Knowledge asymmetry in interdisciplinary collaborations and how to reduce it

By Max Kemman

Max Kemman (biography)

How can tasks and goals among partners in a collaboration be effectively negotiated, especially when one party is dependent on the deliverables of another party? How does knowledge asymmetry affect such negotiations? What is knowledge asymmetry anyway and how can it be dealt with?

What is knowledge asymmetry? 

My PhD research involves historians who are dependent on computational experts to develop an algorithm or user interface for historical research. They therefore needed to be aware of what the computational experts were doing.

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Tracking stakeholder engagement and research impact

By Cathy Day

Cathy Day (biography)

Is there an easy and efficient way to keep track of stakeholder engagement and research impact?

My colleagues and I have developed a system with two components: (1) noting engagement and impact soon after they occur and (2) recording them in a way that enables the information to be extracted for whatever purpose is required. I describe the tracking spreadsheet, the recording process we use and then how the spreadsheet is used for reporting.

Tracking spreadsheet

The Microsoft Excel tracking spreadsheet has two parts: (1) the engagement or impact and (2) the research to which these are related. These are arranged in columns, which can be adapted for the needs of any particular group.

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Trust and empowerment inventory for community groups

By Craig Dalton

Author - Craig Dalton
Craig Dalton (biography)

Community groups are often consulted by researchers, government agencies and industry. The issues may be contentious and the relationship vexed by distrust and poor communication. Could an inventory capture the fundamental sources of community frustration and highlight scope for improvement in respect, transparency, fairness, co-learning, and meeting effectiveness from a community perspective?

The trust and empowerment inventory presented below is based on the main sources of community frustration that I have witnessed over two decades as a public health physician and researcher liaising with communities about environmental health risks and it is likely to have broader relevance. Key issues include not being listened to; not being fully informed;

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Long-term collaboration: Beware blaming back and blaming forward

By Charles Lines

Charles Lines (biography)

How can conflict be minimised in long-term collaborations where there is the potential to change priorities over time?

Partners who contributed to creating a collaborative initiative or who joined it early might, quite naturally, prefer to look back at the times when they were most influential and able to shape priorities and contribute significantly to achievements in which they believed.

Also, quite naturally, those who joined a collaborative initiative later may prefer to look forwards towards new approaches and ways of doing things that might increase their influence and enable them to shape priorities and achieve things important to them.

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Whose side are we on and for whom do we write?

By Jon Warren and Kayleigh Garthwaite

Jon Warren (biography)

In 1967 Howard Becker posed the question – to academics – “Whose side are we on?.

Becker was discussing the question during the time of civil rights, the Vietnam war and widespread social change in the US. He sparked a debate about objectivity and value neutrality which had long featured as part of the social sciences’ methodological foundations and which has implications beyond the social sciences for all academics.

garthwaite
Kayleigh Garthwaite (biography)

What relevance do these ideas have now, in an era when academics and their research are becoming increasingly commodified? Academics are increasingly pressured by their own institutions and fellow professionals to gain more funding, publish more papers and make more impact. Questions of social justice and professional integrity are at risk of being swamped by these forces allied to unscrupulous careerism.

We argue that the question now is not only who academics serve but also who we write for.

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Designing applied research for impact

By Andrew Campbell

andrew-campbell
Andrew Campbell (biography)

How can we get the three critical groups in transdisciplinary research—researchers, end users of research, and funders of research—to work together in designing applied research for impact? As Roux and colleagues (2010) pointed out:

A key characteristic of transdisciplinary research is that the domains of science, management, planning, policy and practice are interactively involved in issue framing, knowledge production and knowledge application.”

A critical challenge is that each of the three groups is likely to have different perspectives on the goals of a given research project or program and how to achieve them, and therefore likely to define success differently.

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