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Harmonizing Science and Society: A Change Management Approach to Align Scientific Endeavors with Societal Needs

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  • Jason A. Hubbart

    (School of Natural Resources, Davis College of Agriculture, Natural Resources and Design, West Virginia University, Morgantown, WV 26506, USA)

Abstract

The pursuit of scientific knowledge has long been humanity’s most potent tool for comprehending the natural world and driving technological advancements. However, a persistent paradox exists within the scientific enterprise: the occasional disconnect, be it slight or complete, between scientific inquiry and tangible societal impact. This misalignment can occur from differences between what may be esoteric scientific priorities and the immediate practical needs of society. Misalignment can be problematic because many global challenges, such as climate change, infectious diseases, and resource scarcity, demand research that informs actionable strategies that more immediately benefit society. The gap between scientific outcomes and societal needs is sometimes broadened via ineffective communication, sensationalized media portrayal of research, and a lack of collaboration. This article is written to (a) articulate a method to ensure that scientific outcomes align with societal needs (in cases where alignment is important) and (b) inspire discussion about the purposefulness of scientific research. An organizational change leadership approach, rooted in business management principles, is presented that can be applied to scientific research to bridge this gap and unlock science’s transformative and tangible potential. This novel approach involves crafting a clear vision, practicing effective communication, empowering researchers, shifting success metrics, and cultivating a research enterprise culture that values societal engagement. An example application is provided to catalyze transformative change in the mining industry. By adopting a change management method, researchers can ensure their work addresses real-world needs, garners stakeholder buy-in, and enhances societal acceptance of scientific endeavors.

Suggested Citation

  • Jason A. Hubbart, 2023. "Harmonizing Science and Society: A Change Management Approach to Align Scientific Endeavors with Societal Needs," Sustainability, MDPI, vol. 15(21), pages 1-13, October.
    • Handle: RePEc:gam:jsusta:v:15:y:2023:i:21:p:15233-:d:1266481
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    References listed on IDEAS

    as
    1. Amy Carrad & Anne-Maree Parrish & Heather Yeatman, 2021. "Building Public Health Capacity through Organizational Change in the Sport System: A Multiple-Case Study within Australian Gymnastics," IJERPH, MDPI, vol. 18(13), pages 1-20, June.
    2. Jason A. Hubbart & Elliott Kellner & Fritz Petersen, 2022. "A 22-Site Comparison of Land-Use Practices, E-coli and Enterococci Concentrations," IJERPH, MDPI, vol. 19(21), pages 1-21, October.
    3. Roan Alexander Snyman, 2022. "Games of Truth in the Age of Transparency: International Organisations and the Construction of Corruption," Journal of Business Ethics, Springer, vol. 181(1), pages 83-96, November.
    4. Irene Ramos-Vielba & Pablo D’Este & Richard Woolley & Nabil Amara, 2018. "Introduction to a special section: Balancing scientific and societal impact—A challenging agenda for academic research," Science and Public Policy, Oxford University Press, vol. 45(6), pages 749-751.
    5. Jason A. Hubbart, 2023. "Organizational Change: The Challenge of Change Aversion," Administrative Sciences, MDPI, vol. 13(7), pages 1-9, July.
    Full references (including those not matched with items on IDEAS)

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