While inquiry in operations research (OR) modeling of urban planning processes is long-standing, on the whole, the OR discipline has not influenced urban planning practice, teaching and scholarship at a level of other domains such as public policy and information technology. Urban planning presents contemporary challenges that are complex, multi-stakeholder, data-intensive, and ill structured. Could an OR approach which focuses on the complex, emergent nature of cities, the institutional environment in which urban planning strategies are designed and implemented and which puts citizen engagement and a critical approach at the center enable urban planning to better meet these challenges? Based on a review of research and practice in OR and urban planning, we argue that a prospective and prescriptive approach to planning that is inductive in nature and embraces “methodological pluralism” and mixed methods can enable researchers and practitioners develop effective interventions that are equitable and which reflect the concerns of community members and community serving organizations. We discuss recent work in transportation, housing, and community development that illustrates the benefits of embracing an enhanced OR modeling approach both in the framing of the model and in its implementation, while bringing to the fore three cautionary themes. First, a mechanistic application of decision modeling principles rooted in stylized representations of institutions and systems using mathematics and computational methods may not adequately capture the central role that human actors play in developing neighborhoods and communities. Second, as innovations such as the mass adoption of automobiles decades ago led to auto-centric city design show, technological innovations can have unanticipated negative social impacts. Third, the current COVID pandemic shows that approaches based on science and technology alone are inadequate to improving community lives. Therefore, we emphasize the important role of critical approaches, community engagement and diversity, equity, and inclusion in planning approaches that incorporate decision modeling.
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Designing Participatory Technology Assessments: A Reflexive Method for Advancing the Public Role in Science Policy Decision-making
Decades of social science scholarship have documented and explored the interconnected nature of science, technology, and society. Multiple theoretical frameworks suggest the potential to direct this process of mutuallv shaping toward desired outcomes and away from undesired ones through broader inclusion of new voices and visions. In 2010, a group of researchers, educators, and policy practitioners established the Expert and Citizen Assessment of Science and Technology (ECAST) network to operationalize these frameworks. Over the course of a decade, ECAST developed an innovative and reflexive participatory technology assessment (pTA) method to support democratic science policy decision-making in different technical, social, and political contexts. The method’s reflexive nature gave rise to continuous innovations and iterative improvements. The current ECAST pTA method includes three participatory phases: 1) Problem Framing; 2) ECAST Citizen Deliberation; and 3) Results and Integration. Proving adaptable and replicable, the method has generated outputs for decision-making on a variety of science and technology issues and at governance scales ranging from the local to the national and
international. ECAST’s distributed network model has also promoted independence, continuity, and sustainability through changing sociopolitical contexts. In this paper, we detail the current state of the ECAST pTA method; share mini case studies to illustrate circumstances that prompted new method innovations; and offer a vision for further developing and integrating pTA into democratic science policy decision-making.
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- Award ID(s):
- 1827826
- NSF-PAR ID:
- 10348969
- Date Published:
- Journal Name:
- Technological forecasting and social change
- Volume:
- 171
- ISSN:
- 0040-1625
- Page Range / eLocation ID:
- 120974
- Format(s):
- Medium: X
- Sponsoring Org:
- National Science Foundation
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Our NSF funded project—Creating National Leadership Cohorts to Make Academic Change Happen (NSF 1649318)—represents a strategic partnership between researchers and practitioners in the domain of academic change. The principle investigators from the Making Academic Change Happen team from Rose-Hulman Institute of Technology provide familiarity with the literature of practical organizational change and package this into action-oriented workshops and ongoing support for teams funded through the REvolutionizing engineering and computer science Departments (RED) program. The PIs from the Center for Evaluation & Research for STEM Equity at the University of Washington provide expertise in social science research in order to investigate how the the RED teams’ change projects unfold and how the teams develop as members of national leadership cohorts for change in engineering and computer science education. Our poster for ASEE 2018 will focus on what we have learned thus far regarding the dynamics of the researcher/practitioner partnership through the RED Participatory Action Research (REDPAR) Project. According to Worrall (2007), good partnerships are “founded on trust, respect, mutual benefit, good communities, and governance structures that allow democratic decision-making, process improvement, and resource sharing.” We have seen these elements emerge through the work of the partnership to create mutual benefits. For example, the researchers have been given an “insider’s” perspective on the practitioners’ approach—their goals, motivations for certain activities, and background information and research. The practitioners’ perspective is useful for the researchers to learn since the practitioners’ familiarity with the organizational change literature has influenced the researchers’ questions and theoretical models. The practitioners’ work with the RED teams has provided insights on the teams, how they are operating, the challenges they face, and aspects of the teams’ work that may not be readily available to the researchers. As a result, the researchers have had increased access to the teams to collect data. The researchers, in turn, have been able to consider how to make their analyses useful and actionable for change-makers, the population that the practitioners are more familiar with. Insights from the researchers provide both immediate and long-term benefits to programming and increased professional impact. The researchers are trained observers, each of whom brings a unique disciplinary perspective to their observations. The richness, depth, and clarity of their observations adds immeasurably to the quality of practitioners’ interactions with the RED teams. The practitioners, for example, have revised workshop content in response to the researchers’ observations, thus ensuring that the workshop content serves the needs of the RED teams. The practitioners also benefit from the joint effort on dissemination, since they can contribute to a variety of dissemination efforts (journal papers, conference presentations, workshops). We plan to share specific examples of the strategic partnership during the poster session. In doing so, we hope to encourage researchers to seek out partnerships with practitioners in order to bridge the gap between theory and practice in engineering and computer science education.more » « less
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Introduction Integrated water management (IWM) involves a range of policies, actions, and organizational processes that go beyond traditional hydrology to consider multifaceted aspects of complex water resource systems. Due to its transdisciplinary nature, IWM comprises input from diverse stakeholders, each with unique perceptions, values, and experiences. However, stakeholders from differing backgrounds may disagree on best practices and collective paths forward. As such, successful IWM must address key governance principles (e.g., information flow, collective decision-making, and power relations) across social and institutional scales. Here, we sought to demonstrate how network structure impacts shared decision-making within IWM. Methods We explored a case study in Houston, Texas, USA, where decision-making stakeholders from various sectors and levels of governance engaged in a participatory modeling workshop to improve adoption of nature-based solutions (NBS) through IWM. The stakeholders used fuzzy cognitive mapping (FCM) to define an IWM model comprising multifaceted elements and their interrelationships, which influenced the adoption of NBS in Houston. We applied grounded theory and inductive reasoning to categorize tacit belief schemas regarding how stakeholders viewed themselves within the management system. We then used FCM-based modeling to explore how unique NBS policies would translate into more (or less) NBS adoption. Finally, we calculated specific network metrics (e.g., density, hierarchy, and centrality indices) to better understand the structure of human-water relations embedded within the IWM model. We compared the tacit assumptions about stakeholder roles in IWM against the quantitative degrees of influence and collectivism embedded within the stakeholder-defined model. Results and discussion Our findings revealed a mismatch between stakeholders' external belief statements about IWM and their internal assumptions through cognitive mapping and participatory modeling. The case study network was characterized by a limited degree of internal coordination (low density index), high democratic potential (low hierarchy index), and high-efficiency management opportunities (high centrality index), which transcended across socio-institutional scales. These findings contrasted with several of the belief schemas described by stakeholders during the group workshop. We describe how ongoing partnership with the stakeholders resulted in an opportunity for adaptive learning, where the NBS planning paradigm began to shift toward trans-scale collaboration aimed at high-leverage management opportunities. We emphasize how network analytics allowed us to better understand the extent to which key governance principles drove the behavior of the IWM model, which we leveraged to form deeper stakeholder partnerships by identifying hidden opportunities for governance transformation.more » « less
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- Free Publicly Accessible Full Text
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Accepted Manuscript1.0
- Journal Article:
- https://doi.org/doi.org/10.1016/j.techfore.2021.120974
