“The fact that we do have different backgrounds and different approaches to things is actually the big- gest strength of what we were doing because you are playing to the strengths of partners.” This quote from one of the practice partners in the EU-funded project ROBUST captures well what my PhD research is about. I argue that diversity is an asset, and that differences can be seen as an opportunity – differences in perspectives, experiences, competences, knowledge repertoires, available resources, and in socio-cultural contexts. The overarching question that I asked in my PhD is what the conditions are that allow us to “play to the strengths of partners”.
There is another major reason why we need to “play to the strengths of partners” and integrate differ- ent kinds of knowledge: the challenges societies are facing today, and potential solutions, have become multidimensional. Issues such as the climate crisis or biodiversity decline cannot be understood and addressed in isolation. Overly simplified and siloed solutions risk reproducing and intensifying existing problems. The same applies to the challenges faced by the agri-food sector and the question of its further development. Social and economic pressures resulting from the concentration in upstream and downstream sectors, environmental problems like soil degradation, the problem of ensuring food quality and food safety in global food chains, and global challenges related to food and nutrition insecurity are the reasons for increasing demands for more sustainable, equitable, fair and resilient agri-food sys- tems. A common conclusion, also for the agri-food sector, is that new forms of collaboration between academia, the private sector and civil society can help to foster transformational change.
Both, challenges and solutions, are transcending disciplinary boundaries, are multi-sector, multi-actor, connecting local and global, and they are intertwined with diverse and dynamic socio-cultural and political contexts. While rigorous disciplinary and interdisciplinary research approaches remain important, they tend to have limited impact if detached from decision-making processes. For many challenges, new transdisciplinary (TD) research approaches are necessary that allow science-society collaboration, including engagement of societal actors in generating innovative solutions, supporting decision-making and implementing the necessary changes. At the same time, it needs to be noted that TD approaches are not meant to replace disciplinary and interdisciplinary research – all three are essential and often they alternate throughout a project timeframe.
To date, the potential of TD research approaches in supporting sustainability transformations at different scales and in different contexts has more widely been recognised. At the same time there remains a range of epistemic, methodological, and practical challenges that limit their effectiveness.
Collaboration is an essential component, and at the same time one of the most challenging in TD sustainability research. Mutual learning is a fundamental principle of TD sustainability research and one of the key success factors in addressing the inherent collaborative challenges. Learning – more specifically learning to collaborate – can enhance the individual and collective capacity to deal with different per- spectives, priorities and approaches, and can thus foster the achievement of transformative objectives. Learning therefore needs to be seen as inseparable from TD collaboration. Unfortunately, learning does not naturally evolve from mere ‘co-existence’ of diverse practices and perspectives. Rather, it needs to be intentionally and continuously fostered.
The main aim of my PhD research was to better understand preconditions for and the obstacles to effective TD sustainability research. A particular interest is to understand how mutual learning between researchers and with practice partners occurs, and how learning can foster research-practice collaboration.
This overarching aim is operationalised into three research questions:
(1) How can the effectiveness of TD innovation-oriented research be assessed?
(2) What are the factors that limit and enable successful TD innovation-oriented research?
(3) How can the capacity to co-learn and collaborate be nurtured in TD innovation-oriented projects?
To answer the first research question, I developed a TD co-learning framework for assessing the effec- tiveness of TD sustainability research. The framework enables systematic monitoring, supports reflexive activities and facilitates co-learning. It is structured along four dimensions found to be the most essential when assessing the functioning of TD research processes: context, approach, process and out- comes. The framework includes 44 criteria with related references to the literature and guiding ques- tions for each criterion. The TD co-learning framework can be used to assess the progress made in joint work and it encourages continuous improvement. The framework can also be used to track change over time, for example over the course of a project.
The second and third research questions are addressed in the second scientific article which is central for this PhD (Chapter 5). Through three in-depth case studies, I have systematically examined how research and practice partners engage in complex collaborative processes and how learning to collaborate can help to navigate the challenges of collaborative work. The research I am presenting in my second article is one of the first analytical and empirical investigations of mutual learning processes taking place in TD research collaboration. In this article, I draw on social learning theory to frame transdisciplinary research as an approach that emphasises the processual nature of learning to collaborate and define Living Labs as collaborative epistemic living space. By doing so, I integrate two bodies of literature: TD sustainability research and practice, with a focus on theories of experiential learning and social learning; and literature on Living Labs with a focus on experimentation, co-creation, innovation and transformation. Two concepts guide the empirical analysis in this article:
(1) the concept of learning operationalised through knowledge, actions and relations to examine whether and how researchers and practice partners learn to collaborate; and,
(2) the concept of an epistemic collaborative living space operationalised into four dimensions – epistemic, social, symbolic and temporal – and a learning zone model to understand what shapes research and practice partners’ engagement and learning in collaborative processes.
A diverse range of research methods is used to analyse the data. They include semi-quantitative longitudinal data based on three sets of online surveys (baseline, progress and final), mid-term semi-structured interviews to check how likely the Living Lab teams will achieve their goals and to explore collaboration dynamics, and three in-depth case studies comprised of six interviews and three reflexive work- shops.
In the analysis of the three cases a ‘learning history’ is presented for each case. All three cases show that learning does not necessarily occur when partners with diverse perspectives and approaches are brought together and equipped with resources and a broad research frame. The position of each Living Lab in the learning zone where discomfort is ‘manageable’ was indicative of higher learning and more effective collaboration (e.g. in terms of outcomes, partners’ satisfaction). All three case studies illustrate too how much can be learned from challenging experiences and crisis situations. That the presence of crisis is sometimes perceived as failure is therefore not helpful. Through the detailed analysis of mutual learning processes in the three Living Labs I reaffirm the importance of “learning to collaborate” for the success of teams while I also show how it can be operationalised and further investigated in other projects and contexts.
In the same article, four groups of limiting and enabling factors for successful TD innovation-oriented research were distinguished (2nd research question of this PhD): project design, project management, professional facilitation and the capacity to co-learn and collaborate. The lessons learned also contribute to the further development of the research and practice of TD research and, more specifically, Living Labs. Key recommendations relate to the benefits of professional facilitation, the role of co-leadership and joint decision-making, the importance of reflexivity and ‘safe space’ for learning and teamwork, and the connections between learning, adaptive management and a well-functioning internal communication. One important conclusion is that the way research and practice partners worked together in the past, and the related expectations, including of a hierarchical relationship, still have a major influence. Thus, parties need to be prepared a priori for a different type of working relationships because when there is a lack of guidance, they tend to fall back into previous routines.
Outside of the ROBUST project, a separate case study was conducted as part of the Interreg project Food Pro·tec·ts in a Dutch-German cross-border region. The main aim of this case study was to scrutinise how innovation processes in the public sector differ from innovation processes in the private agri-food sector. I found that differences in the mindset of actors in relation to business practices and innovation played a major role. The hybridisation concept developed in this article for a cross-border setting embodies acknowledging mutual differences in economic, institutional and social structures, knowledge and technological capacity, political visions and cultural identities, and valorising them by applying a more strategic approach towards raising innovation capacity, and by factoring in contextual specificities (Chapter 6).
I would like to conclude on when and how precisely differences become an asset, and what it is needed to realise the potential of bringing different kinds of knowledge together. In my PhD research, I investigated this question in two very different contexts: in the context of a transdisciplinary research project, and in the regional context of cross-border innovation-oriented cooperation. In both cases, the capacity to learn from and with each other, and to collaborate was key to valorising differences. First of all, there is a need to recognise, and appreciate, partners’ strengths. Beyond that, there is a whole range of epistemic, methodological, and practical challenges that need to be overcome and some of those I have highlighted in my work.