What processes are involved when researchers and local actors co-design context-specific intervention strategies? This ‘how to’ knowledge is outlined in the three principles described below. Local actors can include non-governmental organisations, local leaders, community groups and individual activists.
Principle 1. Explore existing and envisioned initiatives fostering change towards the desired future
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?
Writing a grant proposal as a team has many pluses—a plenitude of viewpoints, a wider wealth of knowledge to pull from, and a larger pool of resources to help edit and finalize the proposal. Too often, however, a team-written proposal turns out as “Frankenstein’s monster”: a mess of disparate parts, thrown onto the page. Agreement is missing throughout, with no consistency in terms of vocabulary, style, or even tense. So how can a team work together, from day one, to write a successful, cohesive proposal—how do we avoid Frankenstein’s monster?
What are the key lessons for building a successful collaborative team? A new version of the Collaboration and Team Science Field Guide (Bennett et al., 2018) provides ten top take aways:
It is almost impossible to imagine a successful collaboration without trust. Trust provides the foundation for a team. Trust is necessary for establishing other aspects of a successful collaboration such as psychological safety, candid conversation, a positive team dynamic, and successful conflict management.
How can we design new services or strategies when the participation of marginalized stakeholders is vital to ethicality? How can we liberate people’s creativity so we can move from incremental improvements to more fundamental change?
To answer these questions, I have brought together insights from Russ Ackoff and Werner Ulrich to develop a new method that I call Critical Back-Casting.
Russ Ackoff, writing in the 1980s, is critical of organizations that focus on incremental improvements without ever asking whether they are doing the right thing in the first place. Thus, they are at risk of continually ‘improving’ the wrong thing, when they would be better off going for a more radical redesign. Ackoff makes two far-reaching prescriptions to tackle this problem.
How do we improve? In the context of sustainable development, we continually confront the question of how we can develop meaningful and positive actions towards a ‘better’ world (social, ecological, economic outcomes) despite inherent uncertainties about what the future holds.
Co-creation is one concept among several that seek to reorientate us from simplistic, largely linear ideas of progress towards more nuanced, subtle ideas that highlight that there are many different aspects of ‘progress’, and these can be deeply contested and challenging to reconcile. Enabling co-creation, then – or operationalizing it – means finding practical ways to work together, to deal with our different experiences, aspirations and expectations as well as the uncertainties of the future.
Co-creation sits within a learning paradigm that suggests engagement, social and mutual learning, adaptation and flexibility are key to enabling action in the face of uncertainty. But how do we think about learning?