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RAPID perspective on Research into Use
This document discusses perspectives on getting research into use from the Research and Policy in Development program at ODI. It notes that policymakers find research evidence difficult to use due to speed, superficiality, spin, secrecy, and scientific ignorance. Evidence is also just one factor among others that influence policy. The document outlines various knowledge strategies organizations can use to increase research impact, from simply disseminating information to deeply collaborating. It emphasizes understanding the political and social context, building stakeholder relationships and capacity, and being explicit about theories of change. Achieving greater research use may require new skills, focus, incentives, business models, and organizational change.
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RAPID perspective on Research into Use
- 2. Perspectives on research usefrom RAPID Simon Hearn, Research and Policy in Development, ODI s.hearn@odi.org.uk 30 April, 2015 Nairobi, Kenya
- 3. Why is itso hard to get research into use?
- 4. Today’s world What is RIU? RIU Researchimpact Research uptake Policy influence Stakeholder engagement Communications Knowledge management
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- 6. Evidence Experience & Expertise Judgement Resources Values and PolicyContext Habits & Tradition Lobbyists & Pressure Groups Pragmatics & Contingencies Source: Phil Davies Impact to Insight Meeting, ODI, 2005 Evidence is only one factor
- 7. Policy makers findit difficult to use scientific evidence because of the 5 Ss: 5Ss phenomenon Does Evidence Matter Meeting Series, ODI, London 2004 • Speed • Superficiality • Spin • Secrecy • Scientific Ignorance Five Ss
- 8. What can research organisationsdo differently?
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- 10. Political context –politics, policy process, institutional pressures, etc. Evidence – credibility of the evidence, packaging, etc External Influences Socio-economic and cultural influences, donor policies etc Links – intermediaries, networks, relationships, etc. Understand the factors affecting use
- 11. Informing: disseminating content Linking: linking expertise to need foran issue Matchmaking: matching expertise to need across issues or disciplines Engaging: formalising the exchange of knowledge Collaborating: deepening and lengthening the knowledge collaboration process Building adaptive capacity: co- producing knowledge, fostering social learning & innovation Source: Jones H, N Jones, L Shaxson & D Walker (2013) Knowledge, policy and power in international development: a practical guide. Bristol: The Policy Press Increasing intensity of relationship between knowledge producer and knowledge user Choose appropriate knowledge strategies
- 12. Source: Peter Ballantyne(ILRI) Don’t leave it to the end! Build CAPACITYfor use MONITORand documentprocesses,outputs,learning, context etc. NETWORKING and engagementwithstakeholders and research users
- 13. Know what you are lookingfor Source: Hearn, 2014: roma.odi.org.uk (from Keck and Sikkink, 1998 and Steven, 2007) Interest or attitude of policy actors Public opinion Relationships between actors Capacity of actors to engage Discourse of policy actors Policy making processes / procedures Policy content – legislation, budgets, mandates Behaviour of policy actors to support implementation Networks and systems for implementation
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- 15. Develop new skills fornew roles
- 16. Focus more onpolicy than research Change incentives / culture Change business model / systems Spend more on communications Engage with different actors Produce different products Be ready to seize unexpected policy opportunities and move very fast May require organisational change
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