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This toolbook presents more than 120 techniques aimed at achieving change, many of which are useful in a research integration and implementation context. There are three major sections covering personal, team and larger systems change. Some tools are able to be used for more than one type of change. Personal change tools include those that […]
Purpose: To improve research collaborations by providing an understanding of the importance of two kinds of differences among partners, as well as providing ways of dealing with those differences. Description: The point of a research collaboration is to harness the different expertise and attributes of various partners in order to develop a comprehensive understanding of […]
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Purpose: To systematically solicit and collate expert judgments on a particular topic, which also provides a structured way for the experts to build on each other’s ideas. Description: Each expert is asked for their judgment on a topic using a questionnaire or interview; this does not require the experts to meet. The responses are collated and summarised and returned to the experts before proceeding with a second round of questions about the topic, often leading to voting on a particular question...
Fourteen dialogue methods are described to facilitate interactions between, and synthesise knowledge from, experts from a range of disciplines, as well as stakeholders affected by the problem and those in a position to do something about it. Dialogue can be key to research on real-world problems—like restoration of wetlands, the needs of the elderly, effective […]
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Appreciative Inquiry (AI) is a method, a theory of action, a dialogue process, and a whole of system concept that brings together members of an organisation to clarify, develop and integrate their visions about their joint endeavours. The aim is to build on something in the organisation that works well and that can move the organisation to a higher level of goal attainment to strengthen the future of the organisation.
Purpose: Nominal group technique is a special-purpose method for problem solving or idea generation. It taps and combines individual judgments to arrive at decisions that could not be determined by one person. It is not a tool for routine meetings or for negotiating or bargaining. It is not a tool for routine meetings or for negotiating or bargaining. Instead it is a technique for judgmental or creative decision making where there is lack of agreement or an incomplete state of knowledge about either the nature of the problem or about what is required to reach a successful solution.
Purpose: To provide a way of effectively integrating different interests by finding a mutually agreeable fair solution through a problem solving approach. Description: Principled negotiation has four steps: (1) separate the people from the problem; (2) focus on interests, not positions; (3) generate a variety of possibilities before deciding what to do; (4) look for a fair solution, based on the merits.
In this classic introduction to framing, Lakoff argues that: “Frames are mental structures that shape the way we see the world. As a result they shape the goals we seek, the plans we make, the way we act, and what counts as a good or bad outcome of our actions. In politics our frames shape […]
A new discipline – Integration and Implementation Sciences (I2S) – could provide a systematic way to allow people to effectively mix-and-match concepts and methods from systems thinking, inter- and trans-disciplinarity, implementation science, team science, complexity science and other approaches to more effectively deal with complex real-world problems. I2S has three domains: 1) synthesis of disciplinary […]
This collection of cases on a range of topics including heart disease, neuroscience, positive health, aging and HIV/AIDS illustrates collaborative research across the social, behavioral, and bio-medical sciences. Reference: Kessel, F. S., Rosenfield, P. L., and Anderson, N. B. (Eds.). (2008). Interdisciplinary Research: Case Studies from Health and Social Science (2nd ed.). Oxford University Press: Oxford, UK. […]
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