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Andrew Campbell
Director
Research Institute for the Environment & Livelihoods
www.cdu.edu.au/riel
Professional networks,Professional networks,collaborations and partnershipscollaborations and partnerships
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OutlineOutline
1.1. Knowledge 101Knowledge 101
2.2. Applied ResearchApplied Research
3.3. Networks, collaborations andNetworks, collaborations andpartnershipspartnerships
4.4. A public policy detourA public policy detour
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My lenses
Farming background Cavendish (Farming background Cavendish (South West Victoria)South West Victoria)
Studied ForestryStudied Forestry ((CreswickCreswick& Melbourne)& Melbourne)
VicVic GovtGovt extensionextension officer,officer, SheppartonShepparton,, BendigoBendigo&&StawellStawell
Manager, Potter FarmlandManager, Potter Farmland Plan 1984Plan 1984--8888 NationalNational LandcareLandcareFacilitator 1989Facilitator 1989--9292
PostPost--gradgrad studies (Rural Sociology & Soft Systems),studies (Rural Sociology & Soft Systems),
HollandHolland &&France 1992France 1992--9595
Senior ExecutiveSenior Executive,, AustralianAustralian Government 1995Government 1995--9999
7 years CEO of Land & Water7 years CEO of Land & Water Australia 2000Australia 2000--0606
4 years Managing Director Triple4 years Managing Director Triple HelixHelix Consulting 2007Consulting 2007--1010
Director, RIEL,Director, RIEL, CDU 2011CDU 2011 3
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Extraordinary juxtaposition of natural and cultural
heritage
Major resource management, conservation and social
issues
Science that cant be done anywhere else
Huge development pressures and opportunities
RIEL Context
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RIEL Research Themes
Natural ResourcesNatural Resources--based Livelihoodsbased Livelihoods Dr Natasha StaceyDr Natasha Stacey
Coastal and marine ecology and managementCoastal and marine ecology and management Prof Karen GibbProf Karen Gibb
Freshwater ecology and managementFreshwater ecology and management Prof Michael DouglasProf Michael Douglas
Savanna management and wildlife conservationSavanna management and wildlife conservation Prof Keith ChristianProf Keith Christian
Tropical Resource FuturesTropical Resource Futures
Dr Stefan MaierDr Stefan Maier
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Professional networks
First, work out what profession you are inFirst, work out what profession you are in Discipline?Discipline?
Career path?Career path?
Life goals?Life goals?
Its OK to have several, in parallel or in sequenceIts OK to have several, in parallel or in sequence
Think about what you want to get out of the network:Think about what you want to get out of the network:
Contacts & mentors for career advancementContacts & mentors for career advancement
Professional feedback and technical inputProfessional feedback and technical input
Access to other people with complementary skills &Access to other people with complementary skills &
resources (including their wider contact networks)resources (including their wider contact networks)
The fun of working with people you likeThe fun of working with people you like
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Applied R&D
four types of research (ABS):four types of research (ABS):
pure basic; strategic basic; applied; and developmentalpure basic; strategic basic; applied; and developmental
This talk focuses onthe lastThis talk focuses onthe last 3,3, especiallyespecially appliedapplied
Applied researchApplied research seeks to acquire new knowledgeseeks to acquire new knowledge
withwith a specific application in viewa specific application in view
We know the application contextWe know the application context
We know the intended endWe know the intended end--users & beneficiariesusers & beneficiaries
We can tease out the nature of the knowledge needWe can tease out the nature of the knowledge need
We can identify prospective
W
e can identify prospective adoptionadoption pathwayspathways7
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KnowledgeKnowledge
From a public policy perspective, there are 3From a public policy perspective, there are 3
main reasons to invest in applied research:main reasons to invest in applied research:
1.1. To help us make better decisions & policyTo help us make better decisions & policy
2.2. To underpin the innovation processTo underpin the innovation process
3.3. So that we can learn as we go alongSo that we can learn as we go along in the words of Peter Cullen:at least we should be making newat least we should be making new
mistakesmistakes
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RIEL KnowledgeRIEL Knowledge
In universities, we are in the knowledge businessIn universities, we are in the knowledge business
In RIEL, we also do some basic (discovery)In RIEL, we also do some basic (discovery)science, and we build research capacity throughscience, and we build research capacity through
HDR and ECR trainingHDR and ECR training
But a significant chunk of our portfolio is appliedBut a significant chunk of our portfolio is appliedresearch, which has implications for our inquiryresearch, which has implications for our inquiryprocesses and the way we manage knowledgeprocesses and the way we manage knowledgeassetsassets
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Knowledge 101
Knowledge happens between the ears
An individual cognitive process and highly contextual:
I only know what I know when I need to know it
Revealed in Artifacts (writing, art, formulae, products etc), Skills,
Heuristics, Experience and Natural talent(Dave Snowden)
Across quite different domains:
Including local, Indigenous, scientific, strategic(organisational)
And different sectors:
research, policy, management, planning, extension, education, monitoring
people default to known, trusted, accessible sources:
credibility, dialogue, easy access & honesty all critical
timing is crucial: knowledge is most useful when it is needed
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Collaborative Applied R&DCollaborative Applied R&D
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Efficiency in investment
Best use of limited resources
Builds critical mass
Reduces duplication
Sharing risk
Be very clear why you are
collaborating
Invest in relationships
fund the arrows
explicit accountability
watching transaction costs
Collaboration Crucial for early career researchers
Great for sorting out where, on what, and with whom to work
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DevelopingDeveloping
collaborations & partnershipscollaborations & partnerships
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Collaboration is about relationships
Relationships with end-users (and intermediaries) are critical for
adoption of R&D (and hence impact and ROI)
Relationships are:
Crucial in building critical mass and research capacity
Fundamental if collaborations are to achieve their potential for
leadership or even just small c coordination within their sector
Very important in securing and retaining resources
(funding, staff and in-kind contributions)
and they are critical for managing risk, especially when things go
awry
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Tips & Tools
100 Key Influencers list, constantly updated including rising stars, industry leaders and Ministers kitchen cabinet
Respect the no surprises rule, especially with funders
Timing is everything, and face to face is best
Breakfasts, face to face briefings (facilitated one to one), event invites
Good relationships need work - on-going
Fund the arrows, not just the boxes
Value continuity (staff turnover affects both ends) Try to share credit, celebrate wins together, keep invites flowing
Develop adoptability filters
Tailored to end user needs (involve them in design)
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Knowledge managementKnowledge management
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Identify the most influential blogs in your domain
Academic, practitioner, political or whatever
Publish, publish, publish
But not just in journals rewrite publications for blogs
Tweet and FB alerts to your piece
Be strategic with conferences
Not just who will be there, but your capacity for interaction
Look for more interactive quality time events (e.g. workshops)
Negotiate performance rewards with your supervisor17
Extending your knowledge network
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Bill Dennisons perspectiveBill Dennisons perspective
ProfessorBill Dennison, University of MarylandProfessorBill Dennison, University of Maryland
Center for Environmental ScienceCenter for Environmental Science
Sees good science as moving along a spectrumSees good science as moving along a spectrum
fromfrom DiscoveryDiscovery, through, through IntegrationIntegration intointo
ApplicationApplication
Bills Integration and Application Network isBills Integration and Application Network is
developing outstanding synthesis products anddeveloping outstanding synthesis products and
servicesservices RIEL partnerships pendingRIEL partnerships pending
Check outCheck out htt ://htt ://ian.umces.eduian.umces.edu//
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Apublic policy detour
Governments are a key audience for much CDU researchGovernments are a key audience for much CDU research
Policy instrument choice, resource allocation, planning,Policy instrument choice, resource allocation, planning,
regulation, management, incentivesregulation, management, incentives
each need tailored R&Deach need tailored R&D19
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Big picture reflections
Terry Moran, Institute of Public Administration, 15 July 2009:
Reflecting on the challenges of public sector reform:
By and large, I believe the public service gives good advice on
incremental policy improvement. Where we fall down is in long-
term, transformational thinking; the big picture stuff.We are still
more reactive than proactive; more inward than outward looking.
We are allergic to risk, sometimes infected by a culture of timidity.
The APS still generates too much policy within single departments
and agencies to address challenges that span a range of
departments and agencies We are not good at recruiting
creative thinkers.
http://www.dpmc.gov.au/media/speech_2009_07_15.cfm
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Reflections (2)
Two countervailing forces in Australian policy and politics:1. An unprecedented analytical base, comprehensive, deep, broad, led by
authoritative people with a long national view:
Garnaut report and its updates
Henry tax review
Beale biosecurity review
Hawke review of EPBC act
Drought policy review
2. A political discourse dominated by returning budget to surplus ASAP,
cutting programs to fund flood and storm rebuilding Apparent preference at all levels of government to fund high profile
emergency response & restoration after the fact, rather than invest in less
visible prevention, systemic measures & risk mitigation rampant myopia
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Three lenses of knowledge &
evidence
PoliticalJudgement:diffuse, fluid and
adversarial
ScientificResearch:
systematic approaches,quantitative and
qualitative.experimental and action-
oriented
ProfessionalPractices:
organisationalknowledge,implementation,
practicalexperience
Policy
problem
Inform andinfluence policy
response
Source: Brian Head AJPM2008, 67(1)
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The Science-Policy Interface
Contested, crowded, contextual
Stakes high, decisions urgent, facts uncertain or disputed
Science thrives on a contest of ideas
This can be problematic in public debate (e.g. climate change)
Public officials just one of many sources of advice
Ministers/governments prefer wins, credit, initiatives
over problems, conflict, confusion
Durable relationships are critical
based on mutual respect and trust
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Policy issues tend to be in the applied research
domain
Key questions revolve around
What should we do?
What policy settings or interventions will have what
impact?
Who will be affected? How? How much? When?
andW
here?
The nature of policy questions
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When scientists do enter the
political arena, they must
understand they are playing to
different rules from those used
in science and need to learn the
rules of politics and the media.
Unless they understand the
rules and tactics of policydebate it is like them walking on
to a tennis court equipped only
with golf sticks.
Professor Peter Cullen
Scientists entering policy
debates are often
ill-equipped
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The knowledgeThe knowledge--seeking behaviourseeking behaviour
ofpolicy makersofpolicy makers (after Cullen et al 2000)(after Cullen et al 2000)
Senior policy makers are timeSenior policy makers are time--poor, informationpoor, information--overloaded people,overloaded people,most of whom dont read much unless they have to;most of whom dont read much unless they have to;
Only know what they need to know when they need to know itOnly know what they need to know when they need to know it
Have a very shortHave a very short--term, reactive perspectiveterm, reactive perspective
Rarely stay long in the same jobRarely stay long in the same job deep content knowledge is raredeep content knowledge is rare
WantWant to summarise info in less than 1 page for Minister/top brassto summarise info in less than 1 page for Minister/top brass
Averse to anything too complicatedAverse to anything too complicated
DDefaultefault to trusted sources, often into trusted sources, often in--house, even when they suspecthouse, even when they suspectthose sources may be out of date or incompletethose sources may be out of date or incomplete
May have a jaundiced opinion of science, believing it is:May have a jaundiced opinion of science, believing it is:
too slow and too expensivetoo slow and too expensive
answering questions that noanswering questions that no--one has asked,one has asked, always after more $$always after more $$26
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Young professionals
Will continue to be in great demandWill continue to be in great demand
Can shape remarkable careersCan shape remarkable careers
Mobility and flexibility crucial, BUT;Mobility and flexibility crucial, BUT; Build on a solid base of skills and expertiseBuild on a solid base of skills and expertise
Understand yourself, how you relate to others,Understand yourself, how you relate to others,
how others see youhow others see you
Take time out to sharpen the saw (several times)Take time out to sharpen the saw (several times)
Cultivate mentors, patrons, exemplarsCultivate mentors, patrons, exemplars
Dont forget to have a life!Dont forget to have a life!
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Universities are in the knowledge business
Research funders increasingly expect research outputs to be
relevant, useful and used
These demands are in tension with academic reward systems
We need to complement research quality metrics with impact
measures, based on an understanding of the knowledge
needs of our clients and stakeholders, internally and externally
Good collaborative applied research requires explicit attention
to knowledge systems and processes
If we get this right, we can make a RIEL difference
Conclusions
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www.triplehelix.com.au
www.cdu.edu.au/riel
Formore info