involvement, and leadership from trustworthy individuals (Folke
et al., 2005) and bridging organizations (Kowalski and Jenkins,
2015), particularly those which facilitate the emergence of a
variety of knowledges. Some social scientists have called this
“participatory action research”, and at its core there is strategic
negotiation (Giller et al., 2008)—more likely to last longer, and thus
also to be fruitful, when it starts from a shared conceptualization
and prioritisation of problems (agenda setting, see Section 5,
below) and basic agreement on procedures (e.g. Gorddard et al.,
2016).