Facilitation

Six key steps for stakeholder engagement

By Khara Grieger, Kimberly Bourne, Alison Deviney and Nourou Barry.

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1. Khara Grieger (biography)
2. Kimberly Bourne (biography)
3. Alison Deviney (biography)
4. Nourou Barry (biography)

How can you systematically plan stakeholder engagement? What are the key issues that need to be considered? What guiding questions can help? 

STEP 1: Identify and clarify engagement goals

Spend time at the beginning of the engagement process to clearly identify why you are engaging with stakeholders. Common goals include sharing knowledge or information; collecting insights, perspectives, or information from stakeholders; and co-creating or co-designing solutions. Other potential goals may include building trust and improving transparency, enhancing collaborations and partnerships, and improving the implementation of decisions.

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Four tips for developing norms for collaboration agreements

By Edgar Cardenas.

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Edgar Cardenas (biography)

Norms are the foundational building blocks for collaboration agreements. Hence, we must consider what’s an effective way for teams to develop the norms underpinning a collaboration agreement? How can teams build on experience and avoid getting bogged down when negotiating norms?

In helping teams to develop norms that enable productive collaborations, I use Richard Hackman’s definition of norms as “shared agreements among members about what behaviors are valued in the group, and what behaviors are not. They refer only to behavior, including things members say, not to unexpressed private thoughts and feelings” (Hackman, 2011, p.103).

In other words, norms that help you collaborate better must be grounded by clearly identifiable behaviors and team members must agree to abide by these norms. When developing a norm, the team then has to ask: “Is the behavior clear enough that team members have a shared understanding of the specific behavior?” and “Do we agree to using this norm?”

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Six elements of effective co-design

By Will Allen.

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Will Allen (biography)

What does co-design for tackling complex challenges look like in practice?

Co-design is a collective way of navigating complexity, taking different forms depending on context. The following six elements are a reflection on patterns I’ve seen emerge through practice, especially in settings where multiple perspectives matter.

1. Starting with shared grounding: Creating early alignment through shared values, context, and purpose

In many collaborative projects, there’s a tendency to begin by defining tasks – what needs doing, by whom, and when. But in complex settings, where multiple perspectives and values come into play, it’s often more important to begin with relationships. It helps to understand where people are coming from, what matters to them, and how they see the purpose.

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Lessons for transformative research from co-creating a conference without a fixed plan

By Thomas Bruhn.

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Thomas Bruhn (biography)

In developing a conference, what does it take for people to leave their comfort zones to co-design something new? What possibilities does this open up for more meaningful conference designs? What are the broader lessons for transformative research?

In 2023–2024, I worked with the German Federal Ministry of Education and Research to develop a conference format for the German sustainability research community – something to help re-establish connection after the isolating COVID pandemic years, and to strengthen interdisciplinary exchange. The Ministry wanted something new and innovative.

Early in the conversation, I sensed hesitation when unconventional, interactive conference formats were suggested.

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Planning transdisciplinary stakeholder workshops: Four practical lessons

By Maxine Fromm.

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Maxine Fromm (biography)

How can transdisciplinary researchers best organise workshops that create a collaborative space for different stakeholders? What practical planning is required? How can organisers meet the challenges of translating a project idea into concrete workshops?

This i2Insights contribution offers four practical lessons gathered throughout a dialogue series on a just industry transition between Dutch representatives from industry, non-governmental organisations, academia and ministries, which was organised by the Sustainable Industry Lab.

Lesson 1: Planning should start from your stakeholders’ needs

As Lisa Andrews and colleagues noted in their i2Insights contribution, Three lessons for mainstreaming transdisciplinarity, you need to ‘reach stakeholders where they are’ and take into account their knowledge levels, interests and agendas.

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The SPIRAL of systems leadership

By Josep M. Coll.

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Josep M. Coll (biography)

How can systems leadership be structured in a way that facilitates clarity and organization in its implementation and use, especially given that it is a collective type of leadership that harnesses the power of collective intelligence for solving a complex or wicked problem, in order to enable system-level change?

The SPIRAL of systems leadership is a practical model aimed at framing, developing and facilitating the transformative power of systems leadership for conscious and impactful organizations and practitioners that work in the domain of systemic transformation, regeneration and sustainable development.

SPIRAL is a name mnemonic that helps in remembering the five principles and in organizing the five phases of the model: S for Systeming, P for Purposing, I for Inviting, R for Re-designing and AL for Adaptive Learning, which are shown in the figure below.

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Participatory video

By Pamela Richardson

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Pamela Richardson (biography)

What is participatory video? How can it enhance participatory research? What’s required to make participatory video work well?

Participatory video involves the co-production of videos in a group setting and can be used for community development, research and advocacy. The focus here is on research and, as a tool for communication and reflection, participatory video can support many different steps along a research journey, including:

  • co-creation of video-based funding proposals or the development of group plans,
  • project documentation and reflection,
  • participatory monitoring and evaluation,
  • dissemination of “best practices” or communication of results and lessons learned.

In these ways, video-making by participants can support both internal and external communication processes within a research project.

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Learning to use Appreciative Inquiry

By Rachel Arnold

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Rachel Arnold (biography)

What is Appreciative Inquiry? How does one shift from research that focuses on problems and negative details to the strengths-based approach of Appreciative Inquiry? What are the benefits and requirements of such an approach? And what is it about Appreciative Inquiry that fosters change?

Appreciative Inquiry, developed by David Cooperrider and Suresh Srivastva, is a five-step process (originally four steps), as shown in the figure below. The steps are:

  1. Definition – deciding what to study is critical in moving humans in a positive direction
  2. Discovery – discovering and appreciating best experiences
  3. Dream – imagining the ideal – how it would be if those valued experiences happened most of the time
  4. Design – defining the dream more clearly and discussing steps towards realizing it
  5. Destiny – implementing wide ranging actions, improvisation, learning, and adjustments.

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Five core competency areas for participatory modeling

By Sondoss Elsawah, Elena Bakhanova, Raimo P. Hämäläinen and Alexey Voinov

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1. Sondoss Elsawah (biography)
2. Elena Bakhanova (biography)
3. Raimo P. Hämäläinen (biography)
4. Alexey Voinov (biography)

What knowledge and skills do individuals and teams need to be effective at participatory modeling?

We suggest that five core competency areas are essential for participatory modeling:

  1. systems thinking
  2. modeling
  3. group facilitation
  4. project management and leadership
  5. operating in the virtual space.

These are illustrated in the figure below.

These competency areas have naturally overlapping elements and should therefore be seen as a holistic and interdependent set. Further, while certain competencies such as modeling skills can be addressed by individual members of a participatory modeling team, the entire process is a team effort and it is necessary to also consider the competencies as a group skill.

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Wisely navigating knowledge co-production: Towards an ethics that builds capacities

By Guido Caniglia and Rebecca Freeth

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1. Guido Caniglia (biography)
2. Rebecca Freeth (biography)

How can I ensure that marginalized voices are heard in this project? Whom do I call on to offer the next perspective in this workshop and why? How can I intervene in this particular disagreement in a productive way? These are typical questions that researchers and practitioners involved in knowledge co-production processes ask themselves. They express deep ethical concerns, which also have epistemological and political implications, as they address the question: What should I do in this situation? What is right and wrong for me to do here?

We suggest that a perspective based on the ancient virtue of practical wisdom may help researchers and practitioners alike working in knowledge co-production to navigate the complexities of these questions.

Practical wisdom: An ancient virtue for wise navigation

Our answers to the deep ethical questions that emerge in collaborative and participatory research will vary depending on the specifics of the situation we are in, who is involved, as well as our own positionality and role in research projects or academic institutions. There is no formula to follow. 

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An effective way to organize research coordination meetings

By Gemma Jiang, Diane Boghrat and Jenny Grabmeier

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1. Gemma Jiang (biography)
2. Diane Boghrat (biography)
3. Jenny Grabmeier (biography)

How can large cross-disciplinary science institutes consisting of multiple teams working on multiple research projects overcome significant challenges to research coordination? Key aspects are:

  1. Visibility: how to keep different project teams informed of each other’s progress?
  2. Learning: how to support cross-project learning?
  3. Accountability: how to keep project teams accountable for their goals and deliverables?

Tackling these challenges requires a combination of asynchronous communications such as Slack, newsletters and emails, as well as synchronous communications such as research coordination meetings.

We describe an effective way of organizing weekly research coordination meetings in an institute bridging the gap between computer science and biology and share key reflections.

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Keyword quiz: an icebreaker method for interdisciplinary teams

By Sebastian Rogga and Anton Parisi

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1. Sebastian Rogga (biography)
2. Anton Parisi (biography)

How can members of interdisciplinary teams quickly gain a better understanding of each other’s thematic preferences and skills in a way that is also engaging and fun?

We have developed a “keyword quiz” icebreaker method to facilitate exchange between members of interdisciplinary teams, especially between people who are not complete strangers to each other but are collaborating in a project context for the first time.

In brief, the idea is to communicate each member’s scientific profile based on keywords from publications that the team members have published and that they have selected based on specific categories.

The keywords of a publication are presented visually to the whole group and the team members then guess, in the form of a quiz, which team member published the associated publication.

After the author has been revealed, they share the reasons for choosing the publication.

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