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