GRACE lesson learnt 4: Embedding RRI through the Grounding Actions 

Lessons learnt is a section emerging from the experience of the GRACE project’s Implementing Organisations. This content is based on knowledge gained during the implementation of their Grounding Actions, providing orientations for future actions. Initially designed for the project’s six partners, they can be useful for anyone developing an RRI project! 

Institutionalising RRI does not entail the end of stakeholder mobilisation. RRI should be understood as an evolutionary process that requires a proactive engagement of key stakeholders to push forward. Training and awareness-raising initiatives, networking, communication, and the presence of “champions” could be pivotal in this regard. 

The way in which new institutional arrangements are established may be different according to the, e.g., the type of organisation, the RRI key concerned, or the leadership lifestyle in the organisation. It is up to the RRI team to understand how a new action or measure is embedded in the organisation. A realistic approach to RRI should be adopted, privileging as far as possible the alignment of RRI with the existing activities and structures, such as attributing new tasks and roles to the Communication Department, the Teaching Department, or the Human Resources Department. 

Apart from institutional and organisational aspects, it will be extremely important to be able to transfer the theoretical and practical knowledge, but also motivational aspects and know-how to those who will take on the responsibility for future RRI-oriented actions.   

This knowledge transfer first requires the RRI team to be aware of the knowledge and expertise acquired during the project, to then plan specific actions such as the development of guidelines and training activities and the backing of staff in charge of RRI-related actions.