strategies and structures for research and policy networks: presented to the canadian primary health...
TRANSCRIPT
Strategies and Structures for Research and Policy Networks: Presented to the Canadian Primary Health Care Research Network, 2012Heather Creech, Director, Global Connectivity
Why we became involved in strategic planning and evaluation of networks and partnerships• The intersection of technology and social
organization• Increasing international interest in the role
of knowledge and collaborative process as necessary to sustainable development implementation Evidence and consent
• The potential for “networked” governance to address complex problems
IISD’s Networks Practice
Managing complex problems by using networks
Networked governance is…
“not a search for the optimal solution to one problem but an ongoing learning and negotiation process where a high priority is given to questions of communication, perspective sharing, and the development of adaptive group strategies for problem solving” (Pahl-Wostl and Hare, 2004)
Necessary conditions for “networked” governance
• Social capital Social capital has been shown to be related to
the capacity of teams to process information, make sense of data and connect it to an empirical context.
• Social capital built throughCreation of shared valueKnowledge sharing, learning, exploration and
experimentation Drivers: institutional and individual
Networked governance and the place for research and policy networks
• If there is insufficient social capital for a networked approach, there is still a need for research and policy networks to inform active steering and centralized problem solving (Huppé et al, 2012).
• The limits of typologies Formal/informal; focus/extensiveness
• Two basic structures Groups of institutions
• Inter-organizational relationships• Driven by institutional mandates and interests
Groups of individuals• Communities of practice, knowledge networks,
expert networks• Driven by self interest and/or shared challenges
Structures for collaboration
Some recent lessons
• Knowledge sharing and subsidiarity • Recognition of social capital and personal
social networks• Shared value creation• Recognizing and mitigating the impact of
the 1-9-90 rule • Recognizing and mitigating the impact of
“Dunbar’s number” • The role of social network analysis in
practical network planning and management
• Recognizing adaptive cycles in network evolution
choicesustain & grow
MATURITY/CONSERVATIONEXPLORATION
CREATIVE DESTRUCTION/RELEASEDEVELOPMENTAL
crisis
reconnect
managenew
thinking
confusiondevelop &adapt
birth
New Ideas: Creative * Messy * Uncertain*
First-hand insights * Outside ideas * Multiple Perspectives * Flat structure & process * Probes & Little Experiments * Options
Effectiveness: Entrepreneurial * Generalists *Roles * Adaptive structure and process * Prototypes & Pilot Projects * Variation * Lag times • Flexible funding * Flexible rules * Tolerance for • Risk * Dead ends * Emerging Practice
Productivity: Efficiency * Certainty * Stability * Hierarchical structure & process * Clear Tasks, Rules, Policies & Procedures * Standardization * Specialists * Fast Returns * Low Risk Tolerance
Vision: Charismatic * Unraveling * Chaotic * Loss, Anger, Blame, Conflict * Little structure or process * Reflection * Relationships * Essence * Values * Principles * New Energy & Urgency
expandpossibilities
& buy-inplacebets
refineshared vision
conserve
broad direction
decliningROI
From: Cabaj, M. Network Death & Renewal in the Adaptive Cycle, 2011.
Critical success factors for sustainability of networks• Timing
• Relevance• Relationships• Resources[from: Willard & Creech, 2006]
Critical success factors for performance of networks• Purpose, focus, roles; shared
understanding• Leadership and coordination• Knowledge sharing and
communications skills• Understanding short- and
long-term needs and outcomes
• Organizational capacity and commitment
• Monitoring and assessment:Relevance, Effectiveness, Efficiency, Impact and sustainability
Operating models for sustainability of research networks• Centralized
– Hosted, with external support– Hosted, with institutional membership fees – Hosted, with internal, in-kind support for coordination and
• Decentralized– National, semi-autonomous, chapters– Professional association model, with membership dues– Virtual model (e.g., through Linked In)
• What is the need? [demand]• Who are the stakeholders/boundary partners/members/constituency?• How to integrate the beneficiaries into knowledge sharing?• What are the special conditions for each region? • What are the major research questions ?• What inputs are available to meet the need? [people and information]
[supply]• What is the capacity to access/use the inputs to meet the need? • What is the competition? [other sources of inputs to meet the need]• What are the institutional and individual drivers to use the inputs?• What are the enabling conditions and incentives? • What are the institutional barriers to access/use the inputs?• What are the phases and the timeframe?• What coordination is needed?
A range of questions for consideration