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Policy and Practice Support

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Purpose: To assess one or more of the process, the outcomes and the impact of the stakeholder engagement. Description: How stakeholder engagement is assessed depends on the purposes of the evaluation. Discussed here are major types of evaluation, benefits of evaluation, common questions for different aspects of monitoring and evaluation and considering evaluation during three […]
Purpose: To provide insights into the kinds of conflicts that can occur in stakeholder engagement and their causes, as well as how to analyse and manage conflicts. Description: Conflict is common in stakeholder engagement and can occur among individuals, groups or organisations. Managing conflict requires particular skills. A well-managed conflict can be functional, leading to […]
Purpose: To provide guidance on the contributions that stakeholders can make before, during and after the research. Description: Stakeholders have different contributions to make before, during and after the research. Most stakeholders will be involved at particular times for particular tasks, rather than throughout the whole research process. It can be helpful to specifically consider […]
Purpose: Describes different levels of public participation and can be easily adapted to describe how researchers engage with stakeholders  Arnstein’s purpose in developing the ladder was to describe how ‘have-not’ citizen groups were exploited in government decision-making processes, as well as how much power stakeholders had in determining the final product Description: Arnstein’s ladder has […]
Purpose: (a) To describe different ways stakeholder engagement can occur; (b) To assist in the selection of the appropriate level of stakeholder participation depending on the particular circumstances; and, (c) To specifically examine stakeholder engagement in a research context. Description: The International Association for Public Participation (IAP2) has developed a spectrum for public participation, specifically for government decision making. The spectrum can be easily adapted for other contexts and a modified version has been produced for a research context...
Overview of several high profile system dynamics model-based applications, selected to show what such models look like, how they emerged (often in multidisciplinary interventions), and how they were used successfully to influence strategy, policy, and decision making. Examples include project management, commodity cycles, urban dynamics, and infectious disease policy. Video (30 minutes): Models that Matter: […]
This video of an hour-long workshop introduces the core concepts and patterns of thought of the system dynamics approach to complex problems: thinking dynamically, thinking causally, thinking about accumulations, and the key to it all, thinking endogenously. The session builds skills in the mechanics of defining problems dynamically, mapping systems structure, and teasing out qualitative […]
Purpose: To demonstrate how a qualitative system dynamics map is constructed, along with its value in identifying leverage points, as well as to develop principles for qualitative mapping. Description: This 28 minute video by George Richardson describes his perspective on how a systems thinker and modeler approaches the problem of extensive evil. He builds a […]
Purpose: To provide a comprehensive overview of the systems and cybernetics fields, by defining concepts and bringing together key, but currently scattered, references about them. Description: The International Encyclopedia of Systems and Cybernetics is both a hard copy book (the second edition was published by De Gruyter Saur in 2004) and a searchable online database. […]
Systems archetypes are recurring generic systems structures found in many kinds of organisations, under many circumstances, and at many levels and scales. They are distinctive combinations of reinforcing and balancing processes. These system archetypes teach how to diagnose recurring problems and to design effective interventions. Eight common archetypes are: fixes that fail shifting the burden […]

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