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Facilitating research impact
- 3. Read and discussHow do you manage impact? 1. Manage relationships 2. Manage your impact culture 3. Manage impact generation 4. Manage case studies
- 4. Read and discuss1. Manage relationships Methods for dealing with challenging conversations (and individuals) and managing power dynamics Becoming more influential in your relationships with academics Designing conversations and workshops with academics that work without experience or confidence
- 5. Read and discuss1. Manage relationships Get The Research Impact Handbook at: www.fasttrackimpact.com/book
- 6. Read and discuss2. Managing impact culture How do you motivate researchers to engage with impact? Which motivational levers can and should you pull? Intrinsic motivations I want: To make a difference To satisfy my curiosity To be creative Answers versus process Legacy, respect, to gain indicators of esteem Extrinsic incentives I want: Research funding To get promoted Workload allocation A top-scoring EIA impact case study
- 7. Read and discuss2. Managing impact culture Intrinsic motivations I want: To make a difference To satisfy my curiosity To be creative Answers versus process Work out how to feed these to create a culture that draws people to impact and inspires Get to know anti-impact opinion leaders to build empathy Adaptively target them with impact opportunities most likely to pique their curiosity or drive their creativity
- 8. Read and discuss2. Managing impact culture How do you motivate researchers to engage with impact? Which motivational levers can and should you pull? Intrinsic motivations I want: To make a difference To satisfy my curiosity To be creative Answers versus process Legacy, respect, to gain indicators of esteem Extrinsic incentives I want: Research funding To get promoted Workload allocation A top-scoring impact case study
- 9. Read and discuss2. Managing impact culture Intrinsic motivations I want: To make a difference To satisfy my curiosity To be creative Answers versus process Legacy, respect, to gain indicators of esteem Extrinsic incentives I want: Research funding To get promoted Workload allocation A top-scoring EIA impact case study For those low self- esteem, some impact opportunities can build confidence For those whose over- inflated egos create relational carnage, certain opportunities may make things worse
- 10. Read and discuss2. Managing impact culture Extrinsic incentives I want: Research funding To get promoted Workload allocation A top-scoring EIA impact case study Easy to deploy at scale Each can lead to both health and unhealthy impact cultures If they are absent your commitment to impact may be questioned Build these in, but focus your energy and communication on the intrinsic motivations
- 11. Read and discuss2. Managing impact culture Impact culture: the shared values, beliefs and norms of an academic community that support the production of (significant and far-reaching) non-academic impacts based on excellent research, which then define the collective identity of that community and distinguish the strengths and foci of one institution from another
- 12. Read and discuss2. Managing impact culture Diagnose your impact culture: What shared values, beliefs and norms underpin impact? Is there a sense of community and trust around impact? Where and when do we talk about impact (e.g. part of our DNA or only in meetings about research assessments)? Are we producing significant and far- reaching impacts based on excellent research? Lots of impact with limited research versus a research culture that rarely considers impact How would you like to see each change?
- 14. Read and discuss3. Manage impact generation Don’t let your impact culture get handed to you by external agendas - build it on purpose Diagnose your current impact culture Work with opinion leaders, appealling to intrinsic motivations while making it clear you take impact seriously Look long-term (not next assessment deadline) wherever you can afford to
- 15. Read and discuss3. Manage impact generation Build your impact potential Focus on efficiency to overcome time barriers without instrumentalising impact Tools to plan strategically & track as you go Training at scale: beyond impact literacy to relational approach Increase your impact potential: if nothing else, get opportunities for relevant people to be in the right place at the right time
- 18. Read and discuss4. Manage case studies Identify missing impacts Prioritise potential case studies Protect your impact culture: give good feedback
- 19. Read and discuss3 common missing impacts • Do a citation analysis to identify applications • Research linked researchers and projectsIndirect impacts • Systematically identify large grants by former staff • Research impacts arising from projects Historic impacts based on research by former staff • Identify bodies of research that cut across individual researchers’ work • Match these to existing/emerging issues • If necessary fund strategic research (gap fill) • Make an impact plan Future impacts applying a body of research to an existing or emerging issue
- 20. High potential Low potential Uncertain potential High likelihood Short-list Long-list Long-list Low likelihood Long-list Next EIA cycle Next EIA cycle Uncertain likelihood Long-list Next EIA cycle Find out more Prioritising impactsPrioritise potential case studies
- 22. Prioritising impacts Evidence-based feedback e.g. based on findings from Reichard et al. (under review) Manage feedback Give feedback personally Encourage non-EIA impacts in context of workload Long-term focus: an impact for next EIA cycle? Ideas for rewarding impact: Workload allocation can be messy for impact Internal competitions and awards Website features and press releases Give good feedback