Bürgerausstellung - ein neues Beteiligungsverfahren für die Stadtplanung

Schophaus, Malte; Dienel, Hans‐Liudger

doi:10.1515/fjsb-2002-0212

Cited by 4 publications

(2 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Managing inter-and transdisciplinary research with external partners requires not only a particular kind of leadership (Gray Ecology and Society 17(4): 8 http://www.ecologyandsociety.org/vol17/iss4/art8/ 2008), but also specific skills in project management and communication (Schophaus et al 2004, Defila et al 2006, Hollaender et al 2008. However, it cannot be assumed that academic scientists, especially those trained in disciplinary research, possess these skills to the required degree.…”

Section: Provide Professional Services and Trainingmentioning

confidence: 99%

Enabling Effective Problem-oriented Research for Sustainable Development

Kueffer¹,

Underwood²,

Hadorn³

et al. 2012

E&S

View full text Add to dashboard Cite

ABSTRACT. Environmental problems caused by human activities are increasing; biodiversity is disappearing at an unprecedented rate, soils are being irreversibly damaged, freshwater is increasingly in short supply, and the climate is changing.To reverse or even to reduce these trends will require a radical transformation in the relationship between humans and the natural environment. Just how this can be achieved within, at most, a few decades is unknown, but it is clear that academia must play a crucial role. Many believe, however, that academic institutions need to become more effective in helping societies move toward sustainability. We first synthesize current thinking about this crisis of research effectiveness. We argue that those involved in producing knowledge to solve societal problems face three particular challenges: the complexity of real-world sustainability problems, maintaining impartiality when expert knowledge is used in decision making, and ensuring the salience of the scientific knowledge for decision makers. We discuss three strategies to meet these challenges: conducting research in interdisciplinary teams, forming research partnerships with actors and experts from outside academia, and framing research questions with the aim of solving specific problems (problem orientation). However, we argue that implementing these strategies within academia will require both cultural and institutional change. We then use concepts from transition management to suggest how academic institutions can make the necessary changes. At the level of system optimization, we call for: quality criteria, career incentives, and funding schemes that reward not only disciplinary excellence but also achievements in inter-/transdisciplinary work; professional services and training through specialized centers that facilitate problem-oriented research and reciprocal knowledge exchange with society; and the integration of sustainability and inter-/transdisciplinary research practices into all teaching curricula. At the level of system innovation, we propose radical changes in institutional structures, research and career incentives, teaching programs, and research partnerships. We see much value in a view of change that emphasizes the complementarity of system innovation and system optimization. The goal must be a process of change that preserves the traditional strengths of academic research, with its emphasis on disciplinary excellence and scientific rigor, while ensuring that institutional environments and the skills, worldviews, and experiences of the involved actors adapt to the rapidly changing needs of society.

show abstract

Section: Provide Professional Services and Trainingmentioning

confidence: 99%

Enabling Effective Problem-oriented Research for Sustainable Development

Kueffer¹,

Underwood²,

Hadorn³

et al. 2012

E&S

View full text Add to dashboard Cite

show abstract

“…Accordingly, raising interest in and funds for TR in a field of research is normally accompanied by a growing secondary literature on TR, its particularities, its management and its evaluation [3,4,7,11,12,23,30,33,36,43,45]. The following analysis belongs to this literature.…”

Section: Introductionmentioning

confidence: 99%