461
perceived can strongly influence the impact of science. Thus, communication is a
critical part of the application of science to practice (see Sect. 21.3.7).
Stakeholders and decision-makers often have difficulty making sense of complexity, of the inherent uncertainty associated with it, and of its implications for decisionmaking. Tracing the impacts of interactions through a complex system over time is
challenging for most people. These impacts and the possible interventions to address
them present a range of trade-offs for which optimal solutions are elusive. Stakeholders’
attitudes and behaviors towards the Nexus can change over time as new information
becomes accessible to them, and with evolving beliefs and values. All of this is compounded by questions of scale (Chap. 12), both geographic and temporal.
Stakeholders and decision-makers need better tools for generating, communicating, and visualizing Nexus scenarios, including their impacts, likelihood, and uncertainty. Having the participation of multiple stakeholders in decision-making
processes and providing tools that are co-developed with the concerns and needs of
the stakeholders from the beginning is very important to making robust decisions
and taking steps towards successful decisions.
There is a growing body of research dedicated to developing the modeling and
data tools and interfaces that encourage active participation and not just information
transfer and consumption. Such tools help stakeholders jointly make sense of complex problems and together design the solutions upon which they can all agree. Such
tools build on existing planning support tools, which have tended to focus on complicated modeling tools that stakeholders, especially stakeholders without appropriate scientific training, have difficulty engaging with. For example, the use of
“serious games” allows the integration of complex models into interfaces that
stakeholders can use to test scenarios; see more on this in Chap. 20.
This chapter discusses how stakeholders can come together as Communities of
Practice to utilize tools that enhance their ability to make decisions by maximizing
areas of agreement and minimizing areas of conflict. Four case studies are utilized
to illustrate such applications. Further examples are described in Chaps. 18 (Cities),
and 19 (Watersheds), and the application of such tools in conflict management is
developed further in Chap. 20. In Chap. 21, we will conclude this book but returning
to the challenges and opportunities of applying science to practice at the nexus.
17.2 Applying Decision Science to Practice
Decision science was originally a study of the management of systems and of operations research; it has since taken on a broader scope of application to sustainability
and policy (Simon 1960; Roy 1993; Kraucunas et al. 2015). More on decision science is in Sect. 4.3.
As was noted in Chaps. 4 and 12, decision science brings a wide array of tools
to decision-making at the FEW nexus. Applying metrics, data, modeling, and
cutting- edge computing to questions aligned with the needs of stakeholders can
dramatically improve our understanding of linked socio-ecological-technological
systems and the management of food, energy, and water systems.
17 Applying Science to Practice
perceived can strongly influence the impact of science. Thus, communication is a
critical part of the application of science to practice (see Sect. 21.3.7).
Stakeholders and decision-makers often have difficulty making sense of complexity, of the inherent uncertainty associated with it, and of its implications for decisionmaking. Tracing the impacts of interactions through a complex system over time is
challenging for most people. These impacts and the possible interventions to address
them present a range of trade-offs for which optimal solutions are elusive. Stakeholders’
attitudes and behaviors towards the Nexus can change over time as new information
becomes accessible to them, and with evolving beliefs and values. All of this is compounded by questions of scale (Chap. 12), both geographic and temporal.
Stakeholders and decision-makers need better tools for generating, communicating, and visualizing Nexus scenarios, including their impacts, likelihood, and uncertainty. Having the participation of multiple stakeholders in decision-making
processes and providing tools that are co-developed with the concerns and needs of
the stakeholders from the beginning is very important to making robust decisions
and taking steps towards successful decisions.
There is a growing body of research dedicated to developing the modeling and
data tools and interfaces that encourage active participation and not just information
transfer and consumption. Such tools help stakeholders jointly make sense of complex problems and together design the solutions upon which they can all agree. Such
tools build on existing planning support tools, which have tended to focus on complicated modeling tools that stakeholders, especially stakeholders without appropriate scientific training, have difficulty engaging with. For example, the use of
“serious games” allows the integration of complex models into interfaces that
stakeholders can use to test scenarios; see more on this in Chap. 20.
This chapter discusses how stakeholders can come together as Communities of
Practice to utilize tools that enhance their ability to make decisions by maximizing
areas of agreement and minimizing areas of conflict. Four case studies are utilized
to illustrate such applications. Further examples are described in Chaps. 18 (Cities),
and 19 (Watersheds), and the application of such tools in conflict management is
developed further in Chap. 20. In Chap. 21, we will conclude this book but returning
to the challenges and opportunities of applying science to practice at the nexus.
17.2 Applying Decision Science to Practice
Decision science was originally a study of the management of systems and of operations research; it has since taken on a broader scope of application to sustainability
and policy (Simon 1960; Roy 1993; Kraucunas et al. 2015). More on decision science is in Sect. 4.3.
As was noted in Chaps. 4 and 12, decision science brings a wide array of tools
to decision-making at the FEW nexus. Applying metrics, data, modeling, and
cutting- edge computing to questions aligned with the needs of stakeholders can
dramatically improve our understanding of linked socio-ecological-technological
systems and the management of food, energy, and water systems.
17 Applying Science to Practice