The field of Knowledge Translation (KT) needs to consider the importance of risk perception as a key barrier for uptake of research findings. This presentation outlines several domains for risk perception identified as a result of case study/grounded theory methodology research on the restart of two nuclear generating stations in Ontario, Canada. Generalizable results for the field of KT, KMb are presented.

1. Anneliese Poetz, PhD
apoetz@yorku.ca
Canadian Knowledge Mobilization Conference
Monday June 9, 4:30 – 5:00p (Room Poplar)
Saskatoon, Saskatchewan
RELATIONSHIP-BASED
KNOWLEDGE MOBILIZATION:
SYSTEMS-BASED KMB AND CONSIDERATION OF
RISK PERCEPTION FOR EFFECTIVE UPTAKE

2. OUTLINE
• Context
• Research objectives
• What I did (methodology)
• What I learned from the research
• Why this is important for Knowledge Mobilization

3. CONTEXT

4. KINCARDINE, ON

5. BRUCE POWER (KINCARDINE)

7. PICKERING AND BRUCE RESTART
• 1997, 7 reactors in Ontario shut down (NAOP)
• 1997 new legislation Nuclear Safety and Control Act,
replaces Atomic Energy Control Act/AECB and enacted
CNSC (CEAA) which required EA
• 2005 Bruce A 1&2 returned to service (a few years
prior, Pickering A Unit 4 2001-03, then Unit 1, not 2&3)

8. RE-LICENSING PROCESS (STEPS)
1) NGS submits LOI & project description to CNSC
2) CNSC issues Draft EA guidelines
3) EA guidelines subject to public review
4) CNSC commission hearing on EA guidelines
5) CNSC issues final EA guidelines
6) NGS submits draft EA study to CNSC
7) NGS submits final EA study report to CNSC
8) CNSC issues draft screening report for public review
9) CNSC commission hearing on screening report
10) CNSC commission decision

9. RESEARCH OBJECTIVES

10. OBJECTIVES
1) To explore the importance of individual knowledge
about risks
2) To investigate the manner in which information is
exchanged and utilized
3) To explore the relationship between the public and the
decision-making institutions which are entrusted with
making decisions about risk

11. How can the current stakeholder consultation processes
for decision making involving risks to public safety
be improved?

12. METHODOLOGY

13. QUALITATIVE INTERVIEWS + DOCS

14. WHAT I LEARNED

15. GLOBAL SYSTEM

17. NATIONAL SYSTEM

18. LOCAL SYSTEM

19. RELATIONSHIP MODEL FOR
STAKEHOLDER ENGAGEMENT & KE
Poetz, A. (2012) “Risk is a social thing, not just a mathematical thing” a model for stakeholder engagement in decision-making. Risk, Hazards and Crisis in Public Policy.
Vol.3, Iss.2, Art.4: http://bit.ly/1nMJNIX

20. TYPES OF RISK PERCEPTIONS
• Technical
• Environmental
• Political
• Financial
• Security

22. WHY IS THIS IMPORTANT FOR KM

23. KNOWLEDGE USE FOR DM
• Industry preferred to conduct their own ongoing
scientific analyses (context specific, security risks)
• Academic studies not used because not context-
specific, not relevant for EA (specific requirements)
• Answer to shareholders (it’s a business)

24. WHAT I LEARNED…
• Important to understand perception of risk for all
stakeholders (not just the public)
• Fluid process, and always changing depending on
contingencies (external events that affect the system)
• Good/trusting relationships, including transparency
(where appropriate) is key
• KEY: facilitated in-person consultations (semi-formal)
• Build relationships before you need them, maintain
them after (return to community to explain decision) so
they will be there when you need them again

25. HOW DOES THIS TRANSLATE TO
OTHER CONTEXTS
• “invisible barriers” to uptake can include risk perceptions
• Wrong/inadequate information being provided for uptake
info needs to be tailored to needs of audience (policy,
practice, public)
• Seek out areas of misunderstanding and clarify before
conflict occurs (def’n transparency, Fed vs Prov EA, roles)
• Realize the information needed, the risk perceptions that
might be a barrier to uptake, and roles of ppl, change as
events/contingencies happen and impact the ‘system’

26. REMEMBER…
Things constantly change:
• Relationships
• The system
• Information needs
• Risk perceptions

27. QUESTIONS?
Anneliese Poetz, PhD
apoetz@yorku.ca
“All our knowledge has its origins in our perceptions”
- Leonardo da Vinci
“Risk is a social thing, not just a mathematical thing” a model for stakeholder engagement
in decision-making: http://bit.ly/1nMJNIX
A systems-view of decision-making for risky technologies: from global to local and
local to global: http://bit.ly/1mgwDTe
What’s your “position” on nuclear power? An exploration of conflict in stakeholder participation
for decision-making about risky technologies: http://bit.ly/1gvBaDs

28. TECHNICAL RISK PERCEPTIONS

29. ENVIRONMENTAL RISK
PERCEPTIONS

31. POLITICAL RISK PERCEPTIONS

32. FINANCIAL RISK PERCEPTIONS

33. SECURITY RISK & TRANSPARENCY

34. FAIRNESS OF PROCESS

35. DEMOCRACY OF PROCESS

39. FOR INDUSTRY:
• Clearly explain mandates, processes and roles
beforehand (including def’n of transparency)
• Opportunities throughout and beyond decision-making
processes be made available for informal, mediated
discussions
• Go back and explain the decision afterwards
• More emphasis on relationship management
(communication and conflict resolution, “attitudes”)

40. APPLICATION OF RELATIONSHIP
MODEL
• On-site academics to conduct environmental studies
• Dependent upon relationship (trust/security clearance)
• Arms-length/objective (off-site) vs. on-site ‘biased’
• Ongoing stakeholder consultation, before, during and
after EA