1. RRI Tools Final Conference, 21-22 November 2016, Brussels
Breaking walls, changing structures – parallel session
Ralf Lindner - Fraunhofer ISI JERRI
Joining Efforts for RRI
2. |
RRI Tools Final Conference, 21-22 November 2016, Brussels
JERRI’s objective:
To deeply institutionalise practices and attitudes of
RRI in the European Research Area
JERRI will orchestrate a deep RRI transition
process within the 2 largest European Research and
Technology Organisations (RTOs)
Deep institutionalisation: Embedding of normative
orientations - social cares and concerns of responsibility -
into (organisational) structures, incentives, and practices
| Breaking Walls, changing structures
Which structures will JERRI’s activities affect?
3. |
RRI Tools Final Conference, 21-22 November 2016, Brussels
How will the JERRI activities contribute to institutional change?
Organisation of transitions processes in the 5 RRI key dimensions (ethics,
societal engagement, OA, gender equality, science education) at
Fraunhofer and TNO:
Transition goal definition − specific for each organisation
Participatory processes involving stakeholders
Identification of barriers for the uptake of RRI orientations and practices
Development of 5 action plans for each RTO addressing
research content and structures
Specification of RRI transition roadmaps, tailored to meet conditions of
each RTO
Implementation of the action plans including pilots and demonstrations
| Breaking Walls, changing structures
4. |
RRI Tools Final Conference, 21-22 November 2016, Brussels
How will the JERRI activities contribute to institutional change?
Intense Mutual Learning Processes
Involving 4 target levels…
1. Fraunhofer and TNO
2. Stakeholders of the 5 RRI keys
3. RTOs accross Europe
4. EU level stakeholders and institutions
… and international
good practices (ASU, CAS)
| Breaking Walls, changing structures
TNO
Fraun-
hofer
Inst.
Stefan
VTT
SINTEF
L3: EU 28 RTOs
L4: EU Dimension Stakeholders
L1: TNO/
Fraunhofer
staff
L2: TNO/
Fraunhofer
dimension
stakeholder
Societal
Engage-
ment
Science
Education
Gender Equalityand Gender in
Research and Innovation Content
Open
Access
Ethics
AIT
Tecnalia
CEA
CNR
DTI
5. |
RRI Tools Final Conference, 21-22 November 2016, Brussels
What is the current State-of-the-Art of RRI in European RTOs ?
Some insights from JERRI’s initial RRI state-of-the-art in European RTOs
research:
All RTOs covered relate to „responsibility issues“ at least implicitly
disciplinary norms and standards, codes of conduct etc.
RRI often understood as research integrity and delivering high quality
RRI often associated with respecting ethical boundaries. In some cases, „responsibility“
merely refers to successful market uptake and sound business cases
So far, no systematic, organisation-wide RRI activities (but many practices related to
individual RRI key dimensions)
Drivers and success factors for the institutionalisation of RRI:
- Decisive role of dedicated leaders (“institutional entrepreneurs”)
- Degree of compatibility of RRI concepts with RTOs’ rationales, missions and cultures
- Experience with ethics and sustainability issues increases openness for RRI (“RRI literacy”)
| Breaking Walls, changing structures
6. |
RRI Tools Final Conference, 21-22 November 2016, Brussels
Thank you for your attention.
Dr. Ralf Lindner, Fraunhofer ISI
ralf.lindner@isi.fraunhofer.de
Project coordinator:
Dr. Benjamin Teufel, Fraunhofer ISI
Benjamin.teufel@isi.fraunhofer.de
www.jerri-project.eu
The JERRI consortium:
JERRI – Joining Efforts for RRI
Editor's Notes
Taken together, the two research organisations employ more than 27.000 staff (FhG = 23.000, TNO = 3.900)
Our concept of „deep institutionalisation:
Draws on organisational institutionalsim and Callon’s economic sociology literatures
is informed by, and extends, earlier research (primarily RES-AGorA) to support JERRI
will develop a typology of DI and strategies towards DI, incorporating variants in pathways to institutionalisation of RRI
Why deep institutionalisation? Avoidance of
Responsibility-wash (inauthentic, risks reputational damage).
Responsibility over-load (new demands, without removing or changing the relative positionality of existing responsibility imperatives, risks bureaucratic responses and tick-boxing)
Responsibility Re-Labelling (a common strategy of transition, but where is the teleo-affective substance, what change/difference is sought? )
Organisational de-coupling (setting up a new department of ‘unit of RRI’)
Possible DI strategies:
Institutional entrepreneuers
bottom-up generation of ideas
capacities and capability building
co-construction of standards
coalitions of the willing
…