Linking Knowledge with Action for Sustainable Development The Role of Program Management: Summary of a Workshop (2006) / Chapter Skim
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3 The Federal Government Context-Perspectives on Barriers to Innovation
3 The Federal Government Context-Perspectives on Barriers to Innovation
Pages 15-21
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From page 15... ...
Agency Missions and Structure Federal government participants described efforts to link knowledge with action as being different from the historical approach of federal research systems requiring changes to the status quo. Many federal participants indicated that efforts to link knowledge with action often take place within individual projects or in certain programs.
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From page 16... ...
Space to Innovate Systems to bridge research and decision making in the federal government are innovative and often entail relatively radical institutional innovations, such as new dialogues between users and producers of knowledge, new links across agency or discipline stovepipes, intrusion into others' turf, and generally doing things that have not been done before. The response to such efforts by established interests may involve resistance, efforts to co-opt, or more generally efforts to turn the radical innovation into something less threatening that has been done before, or something that is more likely to survive existing evaluation systems.
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From page 17... ...
There are no incentives in traditional programs to take risk. Champions are required to allow such risk taking and risk takers need to be prepared to pay a price when evaluated through the traditional process." Evaluation Systems and Metrics Among many federal government participants, desire for a system that fosters innovative approaches to linking knowledge to action translated into concern about how to survive evaluation in a system that is not designed to foster the linkage of knowledge with action and how to survive in an environment of political uncertainty.
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From page 18... ...
In addition, some participants indicated that they are concerned that GPRA may prevent research activity and innovation because they find that it leaves little room for failure; demands shortterm, easily measured results; and fosters a culture of risk aversion. Participants suggested that programs with joint accountability to both users and producers are more responsive to user needs and tend to be more successful in fostering innovation; however, in the federal government there can be considerable barriers to fostering joint accountability.
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From page 19... ...
The collaborative approach needed to link knowledge with action can foster creative cost sharing with other federal agencies; international, state, and local organizations; and the private sector. The public nature of the federal government can pose challenges to federal program managers who work directly with end users if that entails providing a good that is a private good (NRC, 2003)
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From page 20... ...
Participants pointed to the need for more flexible and less bureaucratic hiring options; greater incentives for program managers to be innovative and link knowledge with action; and the need for adequate staff and time dedicated to fostering dialogue and anticipating potential problems. Some participants expressed particular dissatisfaction with the lack of flexibility in hiring options.
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From page 21... ...
Therefore, in activities trying to link knowledge to action, there should be a balance between longer-term projects (especially innovative applications achievable through solicitations and longer-term funding) and shorter-term directed projects (that target the specific needs to serve a particular project)
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