Designing scenarios to guide robust decisions

Community member post by Bonnie McBain

Bonnie McBain (biography)

What makes scenarios useful to decision makers in effectively planning for the future? Here I discuss three aspects of scenarios:

  • goals;
  • design; and,
  • use and defensibility.

Goals of scenarios

Since predicting the future is not possible, it’s important to know that scenarios are not predictions. Instead, scenarios stimulate thinking and conversations about possible futures. Continue reading

Linking collective impact to the characteristics of open living systems

Community member post by Lewis Atkinson

Lewis Atkinson (biography)

How can communities most effectively achieve collective impact, moving from fragmented action and results to collective action and deep, durable systems change? In particular, what can those seeking to understand the characteristics required for collective impact learn from the characteristics of open living systems?

In this blog post I link five characteristics for collective impact, based on Cabaj and Weaver (2016) with 12 characteristics of open living systems drawn from Haines (2018, building on the work of Ludwig von Bertalanffy). Continue reading

Achieving transformational change

Community member post by Steve Waddell

Steve Waddell (biography)

Realizing the Sustainable Development Goals presents probably the most audacious human organizing challenge ever. Their number, global scale, range of issues, timeline, and number of actors involved is surely unparalleled. They require transformational change. But what is transformational change? How does it differ from other forms of change? What’s required to achieve it?

Colleagues and I have created the SDG (Sustainable Development Goals) Transformations Forum to address these questions. In this blog post I first explore three types of change: incremental, reform and transformation, summarized in the figure below. I then briefly explore how they interact and their roles in realizing the Sustainable Development Goals. To tip the balance towards transformational change, I introduce the idea of social-ecological transformations systems and seven emerging guidelines for designing them. Continue reading

Twelve ways to kill research translation

Community member post by Lewis Atkinson

lewis-atkinson
Lewis Atkinson (biography)

Want to reduce the likelihood that your research will produce policy and practice change? Here are 12 anti-rules to prevent research translation.

Anti-rule #1: ONLY FOCUS ON YOUR PART OF THE PROBLEM. Avoid seeing the problem as a whole to limit the intervention possibilities. Acknowledge the translational “gap” but be ambivalent about who owns it. Contest it with others and perpetuate confusion with a range of definitions for what research translation means.

Anti-rule #2: CLOSE OFF THE FLOW OF INFORMATION AND KNOWLEDGE. Keep a tight lid on who is involved and what knowledge is seen to be relevant. Do not share your data or allow access to your sources of data. Minimise the rate of data exchange within and among various research and non-research partners. Continue reading

Assessing research contribution claims: The “what else test”

Community member post by Jess Dart

Jess Dart (biography)

In situations where multiple factors, in addition to your research, are likely to have caused an observed policy or practice change, how can you measure your contribution? How can you be sure that the changes would not have happened anyway?

In making contribution claims there are three levels of rigour, each requiring more evaluation expertise and resourcing. These are summarised in the table below. The focus in this blog post is on the basic or minimum level of evaluation and specifically on the “what else test.” Continue reading

Producing evaluation and communication strategies in tandem

Community member post by Ricardo Ramírez and Dal Brodhead

ricardo-ramirez
Ricardo Ramírez (biography)

How can projects produce evaluation and communication strategies in tandem? Why should they even try? A major benefit of helping projects produce evaluation and communication strategies at the same time is that it helps projects clarify their theories of change; it helps teams be specific and explicit about their actions. Before returning to the benefits, let us begin with how we mentor projects to use this approach. Continue reading