Last week, I had the privilege of sitting with two people I’ve been following with interest over the past few years:
- Cees Leeuwis, Professor of Communication and Innovation Studies at Wageningen University and a lead thinker on multi-stakeholder processes and social learning processes involving research.
- Mark Lundy, senior researcher at the International Center for Tropical Agriculture (CIAT) and one of the forefront CGIAR thinkers and leaders on multi-stakeholder processes such as learning alliances (which later inspired my former employer IRC International Water and Sanitation Centre to a.o. develop this publication).
They kindly accepted to answer a couple of questions about their current sources of (research) interest, knowledge management and multi-stakeholder processes.
What are you currently working on or interested in?
(Cees) I’m interested in so many things! The overarching theme in my work is around the relationships between technology and society, looking at innovation; it is about saying that innovation is more than technology alone, that it combines hard- soft- and org-ware and about thinking through the implications of that combination. This focus is very important and helps us explain why a lot of things go well or wrong and to rethink the role of science in the innovation process, how one can stimulate, organize and contribute to innovation.
(Mark) Two major things: (a) business models for sustainable trading relationships between small farmers and buyers (see: http://ciat-library.ciat.cgiar.org:8080/jspui/bitstream/123456789/6593/1/LINK_Methodology.pdf); and, (b) Research in development platforms building on CIAT’s experience with Learning Alliances and Innovation Platforms. I find these two topics fascinating and would happily give up my role in other programs I’m involved to dedicate myself to them.
What role do you see for knowledge management (if any) in the work you are doing and more broadly?
(Cees) KM is a problematic term. My real work on KM is related to how to embed research in society. I think that should be the role of KM: to help make people wait for research before it’s even finished. The idea is that you manage the production of research in such a way that there is some guarantee that people are waiting for it.
(Mark) KM is critical for nearly everything we do. My personal focus is on KM in the form of feedback loops for improved decision-making in business models and KM at the level of Research in Development platforms. I also see a critical role in regards to policy incidence which, historically, has not been the forte of the CGIAR.
Where do you see research on social learning and multi-actor initiatives go in the coming years?
(Cees) I think there will be more attention the dynamics of tension and conflict in these kinds of processes and the implications this has for facilitating such processes. In the end, change is about altering the status quo and usually many stakeholders are not very interested in that. And at the same time there may be competing initiatives for change. So tension and conflict are inherent to multi-actor initiatives, and I think we need to get better at dealing with this. There is a lot we can learn from studies in conflict management!
(Mark) From a CGIAR perspective, these topics need to be recognized as legitimate research topics in their own right. The CG can do brilliant upstream research but if we don’t find ways to effectively connect this to development demand in ways that add value to both research and development we will have negligible impact.
Related blog posts:
- Complexity in multi-stakeholder processes – how to manage, facilitate or navigate around it?
- Profile of the social learning hero
- Managing or facilitating change, not just a question of words
- Social learning in climate change – Of buckets, loops and social LSD?
- A frame to work with learning alliances?