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dc.contributor.authorMease, Lindley A.  Concept link
dc.contributor.authorGibbs-Plessl, Theodora  Concept link
dc.contributor.authorErickson, Ashley L.  Concept link
dc.contributor.authorLudwig, Kristin A.  Concept link
dc.contributor.authorReddy, Christopher M.  Concept link
dc.contributor.authorLubchenco, Jane  Concept link
dc.date.accessioned2017-08-01T15:47:42Z
dc.date.available2017-08-01T15:47:42Z
dc.date.issued2017-06
dc.identifier.citationEcology and Society 22 (2017): 18en_US
dc.identifier.urihttps://hdl.handle.net/1912/9139
dc.description© The Author(s), 2017. This article is distributed under the terms of the Creative Commons Attribution License. The definitive version was published in Ecology and Society 22 (2017): 18, doi:10.5751/ES-09246-220218.en_US
dc.description.abstractAs large-scale environmental disasters become increasingly frequent and more severe globally, people and organizations that prepare for and respond to these crises need efficient and effective ways to integrate sound science into their decision making. Experience has shown that integrating nongovernmental scientific expertise into disaster decision making can improve the quality of the response, and is most effective if the integration occurs before, during, and after a crisis, not just during a crisis. However, collaboration between academic, government, and industry scientists, decision makers, and responders is frequently difficult because of cultural differences, misaligned incentives, time pressures, and legal constraints. Our study addressed this challenge by using the Deep Change Method, a design methodology developed by Stanford ChangeLabs, which combines human-centered design, systems analysis, and behavioral psychology. We investigated underlying needs and motivations of government agency staff and academic scientists, mapped the root causes underlying the relationship failures between these two communities based on their experiences, and identified leverage points for shifting deeply rooted perceptions that impede collaboration. We found that building trust and creating mutual value between multiple stakeholders before crises occur is likely to increase the effectiveness of problem solving. We propose a solution, the Science Action Network, which is designed to address barriers to scientific collaboration by providing new mechanisms to build and improve trust and communication between government administrators and scientists, industry representatives, and academic scientists. The Science Action Network has the potential to ensure cross-disaster preparedness and science-based decision making through novel partnerships and scientific coordination.en_US
dc.description.sponsorshipThe authors thank the David and Lucile Packard Foundation for a grant to undertake this project and enable participation of a wide range of participants and interviewees. We thank the Center for Ocean Solutions and ChangeLabs for their oversight and support.en_US
dc.language.isoen_USen_US
dc.publisherEcology and Societyen_US
dc.relation.urihttps://doi.org/10.5751/ES-09246-220218
dc.rightsAttribution-NonCommercial 4.0 International*
dc.rights.urihttp://creativecommons.org/licenses/by-nc/4.0/*
dc.subjectDeepwater Horizonen_US
dc.subjectDisaster responseen_US
dc.subjectHuman-centered designen_US
dc.subjectScientific collaborationen_US
dc.subjectSystems analysisen_US
dc.titleDesigning a solution to enable agency-academic scientific collaboration for disastersen_US
dc.typeArticleen_US
dc.identifier.doi10.5751/ES-09246-220218


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Attribution-NonCommercial 4.0 International
Except where otherwise noted, this item's license is described as Attribution-NonCommercial 4.0 International