3 results
Three - Implicit values: uncounted legacies
- Edited by Keri Facer, University of Bristol, Kate Pahl, Manchester Metropolitan University
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- Book:
- Valuing Interdisciplinary Collaborative Research
- Published by:
- Bristol University Press
- Published online:
- 05 April 2022
- Print publication:
- 05 April 2017, pp 65-84
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Summary
Introduction
University–community collaborations are often complex, fraught, emotional affairs. Participants devote a lot of time, energy and emotion to bridging differences, improvising solutions, and making things work. This can be difficult and sometimes frustrating, but can also have a transformative legacy for the participants and the wider communities they are part of. These legacies, however, are not always easy to observe, identify and authorise. As we will explore in this chapter, some of the most important legacies of community–university partnerships are intangible and refer to emotions, affects, ongoing processes and emerging potentials: for example, inspiration, confidence, friendship, as well as knowledge, ideas and networks. These legacies are at least as important as projects’ harder, more tangible and easily measurable legacies.
Our exploration of legacies started with a shared interest in the role that values play in collaborative research, and in the way in which we understand related outcomes. Exploring this through the concept of legacy was particularly relevant as it allows for a more fluid understanding, and one that can be shaped by the local project context. Thus, the theoretical starting point for this work was that making the values within collaborative projects explicit would allow for the identification and evaluation of those, ‘less tangible’, legacies. Our University of Brighton authors Harder, Burford and Hoover previously established that a values-based approach could be very successful for evaluating ‘intangible’ outcomes and achievements projects led by civil society organisations (Burford et al, 2013). They brought the approach, named WeValue, as a raw starting point to the members of two complex partnerships called Scaling Up Co-Design and the Authority Research Network (ARN), and then collectively as a consortium we co-explored, co-developed and co-generated a localisable, values-based approach for a new purpose: to identify and legitimise legacies (not only outcomes) from partnership projects (not projects from a single group or organisation).
By ‘starting from values’, we mean starting with what participants consider valuable, meaningful and worthwhile in the context of their group or partnership. An explicit values lens is first locally constructed, and then used to view, identify and evaluate legacies. The WeValue approach was previously developed to allow a formal, rigorous evaluation of ‘soft’ or ‘intangible’ achievements.
Need for high-quality studies in health technology assessments: The case of a systematic review of treatment for retinoblastoma
- Catriona M. Mc Daid, Suzanne Hartley, Anne-Marie Bagnall, Gill Ritchie, Kate Light, Robert P. Riemsma
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- Journal:
- International Journal of Technology Assessment in Health Care / Volume 22 / Issue 4 / October 2006
- Published online by Cambridge University Press:
- 19 September 2006, pp. 408-418
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Objectives: The aim of this study was to conduct a systematic review of the evidence for treatments for retinoblastoma in children.
Methods: Seventeen electronic databases were searched. Two reviewers independently selected studies. Studies of participants diagnosed with childhood retinoblastoma, any interventions, and all clinical outcomes were eligible. Randomized and nonrandomized controlled trials and cohort studies with clear comparisons between treatment groups were included. Methodological quality was assessed.
Results: Thirty-one observational comparative studies were included, of which twenty-seven were retrospective. The methodological quality was generally poor, with a high risk of selection bias in all studies. Although there were high levels of treatment success in many of the studies, due to the limitations of the evidence identified, it was not possible to make meaningful and robust conclusions about the relative effectiveness of different treatment approaches for retinoblastoma in children.
Conclusions: Good quality randomized controlled trials are required. Where controlled trials are not feasible, only high quality prospective, nonrandomized studies should be given consideration, due to the generally higher risk of bias in retrospective studies.
9 - Facing the adaptive challenge: practitioners' insights from negotiating resource crises in Minnesota
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- By Kristen Blann, Department of Fisheries, Wildlife, and Conservation Biology, University of Minnesota, 200 Hodson Hall, 1980 Folwell Avenue, St Paul, Minnesota 55108, USA, Steve Light, Institute for Agriculture and Trade Policy, 2105 1st Ave S., Minneapolis, Minnesota 55404–2505, USA, Jo Ann Musumeci, Three Oaks Research, 2606 Pleasant Ave. South, Minneapolis, Minnesota 55408–1441, USA
- Edited by Fikret Berkes, University of Manitoba, Canada, Johan Colding, Beijer International Institute of Ecological Economics, Stockholm, Carl Folke, Beijer International Institute of Ecological Economics, Stockholm
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- Book:
- Navigating Social-Ecological Systems
- Published online:
- 13 August 2009
- Print publication:
- 17 October 2002, pp 210-240
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Summary
Introduction
The chapter draws lessons and insights from interviews with practicing resource managers involved in leading diverse groups of primary interest groups through resource management crises and change. Each of these management efforts was perceived by the interviewed practitioners and others as experimenting with new ways to recouple and renew social–ecological systems. They represent a nested set of local and regional experiments within one organizational context, a state resource management agency that was intentionally trying to reorganize through novel approaches to management and citizen involvement (Fig. 9.1). All of the cases profiled were characterized by involvement of multiple stakeholders with competing interpretations, values, and goals for the resource system, and reflected a conscious design to engage citizens in creating alternative platforms for resource negotiation (Woodhill and Röling, 1998). In each case, practitioners were experimenting with learning to function differently, outside traditional norms of leadership.
The goal of this study was to identify management practices and frameworks that are founded on knowledge and understanding of dynamics in both human and ecological systems, and to identify the key elements contributing to adaptive response. In this chapter, we develop a matrix based on the release and reorganization phases of the Holling adaptive cycle in an attempt to classify the ‘tacit understanding,’ or intuitive guiding principles, which emerged in interviews. Practitioners articulated principles loosely, drawing metaphors from systems theory and chaos theory, organization and change management, and ecosystem management.
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