Next Generation Research & Innovation Networks to inspire a network on learning through play Preface For the past decades, the LEGO Foundation has This case report inspires us to think about a new been developing and supporting research on space for supporting a community of engaged play, learning and creativity to support children’s actors who are passionate about children, development, and to cultivate environments that learning and creativity, and who believe that nurture children’s natural curiosity, playfulness, educational systems are pivotal to making real and ability to learn through play. and sustainable changes. The report provides us with important insights into what spurs network Recently, to share the importance of learning members’ motivations, and how collaborations through play with a wider audience, we opened and network structures would allow for cross- up access to some of our research results on disciplinary partnership across theory and these issues. As part of this process, we realized practice, fields and actors. It also highlights that if the goal is to foster creative, engaged, opportunities to catalyze a self-organized lifelong learners, then there is a bigger need to movement in the realm of a more innovative and help re-define play and re-imagine learning. creative society, where principles for bridging research with practice can push boundaries However, we also realized that although within numerous disciplinary contexts. collecting, supporting and talking about research on play, creativity and learning is essential, it In the case of the LEGO Foundation, we foresee is even more critical to initiate and transform the following results as a stimulus to create a attitudes and behaviors related to learning, play playful and creative society where children are and creativity. This requires systemic change and our role models. a completely new way of working with research to influence and engage with practice and policy; also this is an effort which requires new tools, practices and convening platforms to showcase, develop and share knowledge. Bo Stjerne Thomsen, Director, Research & Learning, the LEGO Foundation October 2014 Next Generation Research & Innovation Networks 2 Executive Summary Networks are an important tool to connect an ability to manage complexity as minimum people spanning disciplinary areas, cultures, requirements. The final 12 cases met a series geographic locations and time zones. They of advanced criteria, including the ability to provide a platform upon which new collaborations collaborate across cultures, motivate members, can take place, with the aim of stimulating and manage interdisciplinarity; organization innovation processes, and creating break- by a central player or self-organizing activities; throughs in the topic of interest. Nevertheless, steered member selection processes; needs- challenges exist in how successfully such based identification for future research; bridging networks function, which fundamentally stems research and practice; and production of new from the design and operation of a network. As solutions or insights within the network’s such, the level of success and innovativeness a thematic area. The selected networks are network can achieve is dependent upon a number AIESEC, The ATLAS Collaboration, Carnegie of key elements. Foundation for the Advancement of Teaching (CFAT), ConocoPhillips Networks of Excellence, The following report highlights key EIT Climate-KIC, Impact Hub, James Lind characteristics of successfully operating Alliance, MacArthur Connected Learning networks, by exploring existing best practices Research Network, Stata Community, The New of various international network models. During Media Consortium, Wikimedia Foundation, and a comprehensive case evaluation process Willis Research Network (WRN). Selected cases conducted between June and August 2014, cover a broad range of goals such as improving out of a pool of 78 pre-evaluated networks, learning, triggering social change, connecting 12 international networks were finally identified patients with health research or jointly producing as best practice. Each case has been carefully software. investigated by analyzing primary data collected from 22 expert interviews with experienced With regard to membership, the outcome members, managers, and other experts from clearly supports the importance of generating the pre-selected international networks, in a network with high member contribution and conjunction with secondary data. The 12 selected collaboration by decisively attempting high levels networks excel in achieving their respective of self-organized activities within the network. purpose, and contain certain advanced network A lot of organizations calling themselves elements. Aside from showing involvement in “networks” are not able to mobilize their members current activities and collaborations, networks for active contribution and therefore end up had to show stable or growing membership, and being either inactive, just existing on paper or Next Generation Research & Innovation Networks 3 spending a lot of resources on running a kind of “buy-in” in the process, and also ensure the top-down organization. Especially in research, network remains responsive to the needs of most purpose-driven networks neither show members and its wider network environment. significant self-organizing activities nor attempt Incorporating multiple streams of funding also to bridge research and practice. How, in contrast, increases network resilience, given on-going high member contribution and collaboration financial requirements for network infrastructure can be achieved is demonstrated successfully and network activities have a higher likelihood by selected user communities and social of being met if networks diversify their funding networks based on community-led approaches. sources, as opposed to placing reliance upon one Collaborative arrangements of individuals source. not only achieve higher levels of commitment and trust among members (provided a certain Finally, a number of key activities and level of freedom to operate is given), but also processes came to light, which are pivotal to increase their productivity, in comparison to the overall functionality of a successful network. pure top-town organized structures. However, Significantly, those networks incorporating a mix self-organized activities need to be enabled by of online and offline means for communication careful planning and application of a distinct increase trust and productivity. This is set of governance, leadership and cultural particularly relevant when participating in instruments. Another important lesson is that complex and creative projects which span a range those networks which aim for and generate true of geographic areas and time zones. Another win-win situations for individual members and important outcome pertained to the continuous the overall network, are able to sustain high levels innovativeness and growth of knowledge of a of member contribution over time. An important network, in order to achieve impact. As such, tool to make a high level of self-organized case analysis suggests that creation of a virtuous activities work, especially in large networks, circle of knowledge exchange between research is to structure membership around (self- and practice has the potential to create greater organized) hierarchies, topics and geographies. levels of impact. In addition, those networks that Nevertheless, despite it being crucial for a remain open to connections with non-members network to have a highly compelling vision, enabled new knowledge to permeate throughout mission and goals, this must be defined together a network, thus aiding networks to avoid blind with core founding members, so that the spots. Importantly, continual measurement purpose of a network is deeply aligned with the of impact was considered one of the most individual member’s core interests. Therefore, challenging, but worthwhile, endeavors a network those networks exhibiting a balanced situation can perform. Therefore, networks must identify whereby purpose, member interests, and a what to measure, and how, in such a way that degree of self-organization all work in harmony, will enhance the functionality and outcomes of a subsequently create elevated contributions from network, without discouraging members through their members. too much additional administrative burden. With regard to governance, although case Overall, the case analysis concludes that careful analysis suggests that networks need certain organization and management of networks, hierarchies to work properly, another major incorporating the range of lesson learned from outcome is that a dominant role of a central the study (to varying degrees, and with sensitivity player who defines all major structures and to the given context), will enable networks to processes imposes risks regarding sustainability, enhance their functions and outcomes. credibility and accountability of a network. It is recommended that network developers, In addition, “shared ownership” was highlighted managers, and coordinators carefully consider as having beneficial outcomes for the success of these findings, and apply these principles within a network, given its ability to increase member their own networks. Next Generation Research & Innovation Networks 4 Contents List of Figures and Tables Next Generation Research & Innovation Networks Kapitel 5 Contents Preface 2 Executive Summary 3 1 Introduction 7