What Expertise do you need to be an Effective Transdisciplinarian? - - PowerPoint PPT Presentation

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What Expertise do you need to be an Effective Transdisciplinarian? - - PowerPoint PPT Presentation

Jun 08, 2023 235 likes •786 views

What Expertise do you need to be an Effective Transdisciplinarian? Gabriele Bammer 1990s Feasibility Research into a Trial of Heroin Prescription 2 Feasibility research involved Demographers Drug users Clinicians Police Policy makers

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What Expertise do you need to be an Effective Transdisciplinarian?

Gabriele Bammer

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1990s Feasibility Research into a Trial

  • f Heroin Prescription
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Feasibility research involved…

Demographers Drug users Police Clinicians Policy makers etc

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1995: report presented to ACT Chief Minister, Kate Carnell

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Supported by the Ministerial Council on Drug Strategy meeting 31/7/97

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Prime Minister John Howard and cabinet withdraw support 18/8/97

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What did Prime Minister John Howard have to say about it in his 2010 autobiography?

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Why tell this story?

Seminal in my socialization into ‘transdisciplinarity’ (research that requires integration and implementation)

  • Socialization
  • Expertise
  • Terminology
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Where can I go in a university to learn about:

  • complex real-world problems?
  • inter- and trans- disciplinarity?
  • systems thinking?
  • making a difference?

Socialization and identity

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Integration and implementation expertise… 1

To develop:

  • a more comprehensive understanding
  • more effective action

Build on a solid base:

  • discipline-based expertise
  • Stakeholder expertise and lived experience

(affected by and able to affect)

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Integration and implementation expertise…2

It is no existing discipline’s business to: a) Integrate relevant discipline-based and stakeholder evidence b) Figure out how to implement the more comprehensive understanding in policy and practice change c) Do all the necessary background work eg figure

  • ut which disciplines & stakeholders

d) Deal with ‘wickedness’

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The ‘necessary background work’…

  • Deal with problem and action space as systems
  • Identify which disciplines and stakeholders are

relevant

  • Identify relevant aspects of context
  • Identify and manage value conflict
  • Worry about unknowns esp unintended

consequences

  • Figure out best possible solution …
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Four key elements of expertise…

Different kinds of problems

  • 1. Knowledge
  • 2. Unknowns
  • 3. Integration
  • 4. Implementation
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  • building a more comprehensive

understanding of a problem

  • generating new ideas / break-through

thinking

  • multiple disciplines +/- stakeholders

Key issues: 1. Knowledge

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Key issues: 2a. Unknowns

  • 1. Disciplinary unknowns
  • 2. Unknowns of concern to stakeholders
  • 3. Unknowns marginalised by power imbalances
  • 4. Unknowns in the overlap between disciplines
  • 5. New problem-based unknowns
  • 6. Intractable unknowns
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Key issues: 2b. Unknowns

  • 1. Disciplinary
  • 2. Concern stakeholders
  • 3. Marginalised by power

imbalances

  • 4. Overlap of disciplines
  • 5. Problem-based
  • 6. Intractable
  • i. Reduce
  • ii. Banish
  • iii. Accept
  • iv. Exploit
  • v. Surrender to
  • vi. Deny
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Key issues: 3. Integration

  • of/for what
  • how complex (number & diversity of

disciplines/stakeholders; value conflict)

  • how (dialogue, model, product…)
  • when (beginning, end, continuous)
  • by whom (individual, whole team, sub-group)
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Key issues: 4a. Implementation

Yes/No.

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Key issues: 4b. Implementation

Yes/No. If yes:

  • Policy &/or practice change or product
  • Government, business, civil society

How?

  • Inform, catalyse, engage, drive

NB Difference in who is ‘in charge’

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Who is developing missing expertise?

Teams working on complex problems – ad hoc Small organised efforts

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Overcoming fragmentation

  • Important for
  • intellectual heft
  • political influence
  • Role of Integration and Implementation

Sciences (i2S)

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Expertise in three domains

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Synthesising disciplinary and stakeholder knowledge Understanding and managing diverse unknowns Providing integrated research support for policy and practice change

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Expertise in addressing five questions

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Q1 For what and for whom? Q2 What is needed? Q3 How? Q4 Context? Q5 Outcomes?

Synthesising disciplinary and stakeholder knowledge Understanding and managing diverse unknowns Providing integrated research support for policy and practice change

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Q1 For what and for whom?

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What is the research aiming to achieve and who is intended to benefit?

Synthesising disciplinary and stakeholder knowledge Understanding and managing diverse unknowns Providing integrated research support for policy and practice change

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Q2 What is needed?

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  • taking a systems view
  • scoping & boundary

setting

  • framing
  • taking values into

account

  • harnessing and

managing differences

Synthesising disciplinary and stakeholder knowledge Understanding and managing diverse unknowns Providing integrated research support for policy and practice change

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Q3 How?

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Synthesising disciplinary and stakeholder knowledge Understanding and managing diverse unknowns Providing integrated research support for policy and practice change

Dialogue-based Model-, product-, vision-based Common metrics -based Reduction Banishment Acceptance Exploitation Surrender Denial Communication Advocacy Engagement Fresh thinking Importance of critique ie not uncritical handmaidens

by whom and when?

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Q4 Context?

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  • 1. Overall context
  • 2. Authorisation
  • 3. Organisational

facilitators and barriers

Synthesising disciplinary and stakeholder knowledge Understanding and managing diverse unknowns Providing integrated research support for policy and practice change

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Q5 Outcomes?... 1

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How successful was:

  • knowledge synthesis,
  • comprehensive

consideration of unknowns and

  • support from

integrated research?

Synthesising disciplinary and stakeholder knowledge Understanding and managing diverse unknowns Providing integrated research support for policy and practice change

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Q5 Outcomes?... 2

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Framework provides useful evaluation questions, eg

  • Met aims and

beneficiaries?

  • Appropriate systems view

chosen? Another better?

  • Effective methods chosen?

Synthesising disciplinary and stakeholder knowledge Understanding and managing diverse unknowns Providing integrated research support for policy and practice change

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Ability to understand and deal with “wickedness”

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Y M T S S E S

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  • Non-existent boundaries
  • Understanding the whole
  • Emergence
  • Feedback loops (reinforcing and balancing)
  • Non-linearity
  • Delays
  • Unintended consequences…
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E V A L U S

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Especially value conflict Contested problem definitions

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T C O N T E X

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  • 1. Relevant historical, cultural,

political, economic and other circumstances

  • 2. Authorization
  • 3. Institutional setting

All put multiple constraints on what’s feasible

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N U N K N O W S

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Unknowns are infinite…

  • Continuous innovation and change
  • On-going research
  • Irreducible unknowns
  • Limited methods
  • Benefits of unknowns

… research capacity is finite

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Known knowns Known unknowns (conscious ignorance) Unknown knowns (tacit knowledge) Unknown unknowns (meta-ignorance)

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Reduce Banish Accept Exploit Surrender Deny

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Y M T S S E S E V A L U S T C O N T E X N U N K N O W S I M P E R F E C T I O N

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Imperfection is inevitable because of…

  • Artificial boundaries within systems
  • Inability to resolve value conflicts
  • Magnitude of context and constraints it

imposes

  • Unavoidable unknowns
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Imperfection means that…

  • ‘Solutions’ are partial and temporary
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  • Always some aspects of problem

unresolved

  • Always some people unhappy with

decisions made I M P E R F E C T I O N T R A D E

  • O

F F S

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Recap

Multiple kinds of problems that require integration and implementation

  • Some are ‘wicked’

Still working out:

  • What the relevant expertise is
  • What to call it
  • How to socialize people into it
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Making expertise accessible http://i2s.anu.edu.au/

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Developing a repository http://i2s.anu.edu.au/resources…

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http://i2Insights.org

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If you want to know more…

http://i2s.anu.edu.au http://i2Insights.org

Global Network for Research Integration and Implementation http://www.linkedin.com/groups/Global-Network- Research-Integration-Implementation-4888295

@GabrieleBammer #I2Sresources

Gabriele.Bammer@anu.edu.au

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Kulla’s Ripple by Tim Spellman

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Ideal world…

Kulla’s Ripple by Tim Spellman

Reductionist theory and methods Complexity-based theory and methods

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Currently…

Complexity-based theory and methods

Reductionist theory and methods