Course Participation as an Innovation Engine
Purpose and Structure of the Course
This course has been developed to meet the need for a solid analysis methodology within the framework of the REFORMERS project, with a particular focus on the residential section in Heiloo. The course design is based on the desired end state, and practical examples can be added later.
The analysis is built on the sociological AGIL schema by Parsons, using a variety of models and subsystems. It is not possible to cover all theories and models in detail within eight modules. Therefore, the material allows participants to set their own focus, depending on the objectives and target audience of the course. Clear references to additional literature are provided for those who wish to deepen their understanding. It is also possible to use modules or specific videos to build your own course. Many of the videos and modules lend themselves to expansion into a more extensive, specialized course. This course aims for integration, which means there’s less room for deepening each topic.
Module Structure
Each module includes:
- Four short video clips, each explaining one or two theories related to the respective subsystem.
- Video transcripts, for easy reference and review.
- Reflection questions, including multiple-choice and open-ended questions. These open questions can be expanded into a project proposal, enabling students to focus on one or two modules in greater depth.
- Presentation sheets, allowing participants to create and customize their own presentations.
For the entire integrated program, Part 1 requires a minimum of 40 study hours, assuming participants have some prior knowledge of some issues at the higher professional education level. However, it is recommended to extend this with practical case studies, bringing the total to 80 study hours for deeper learning in higher education.
The program can be integrated into masterclasses, where emphasis can be placed on specific topics for targeted audiences. Lower educational levels can use selected video segments and complement them with project-based learning to ensure relevance and engagement.
The modules are divided into two parts:
Part 1: Concepts
Part 2: Instruments and Tools (under construction)
Part 1: Concepts
Module 1 – Introduction: Participation as a Driver of Innovation
Module 2 – Moral Deliberation & Citizens’ Assemblies (Stage 1)
Module 3 – Demand-Driven Innovation & Porter’s Diamond (Stage 2)
Module 4 – Diffusion of Innovations & Social Networks (Stage 3)
Module -5 Models & Government Role
Part 2: Instruments and Tools
Module 6 – Participation Methods & Tools
Module 7 – Communication & Digital Participation
Module 8 – Evaluation, Reflection & Design of Local Participation Ecosystems
Module 1: Tailor-Made Participation
This module starts with an overview of the contents and then introduces a conceptual model that builds upon the well-known Quadruple Helix framework. To deepen the analysis, the AGIL model by Parsons is applied. The basics of this model are first explained using insights from Bales’ studies on group observation and interaction processes, which are useful for evaluating balanced team roles. This is particularly relevant for student group work as well as innovation teams.
Next, the video’s explores the evolution from the Triple Helix to the Quadruple Helix, culminating in the application of the AGIL schema. This conceptual foundation is further developed across Modules 1 to 5.
Introduction
Ouline of the course. we start with the basics: why is participation more than communication? We look at the REFORMERS project as a testbed, discuss Parsons’ AGIL framework and the Quadruple Helix model. This helps us understand how citizens, government, businesses, and knowledge institutions form an ecosystem together.
Teams as an introduction to the AGIL framework.
A good team consists of a balanced number of roles. This was investigated by Parsons and Bales, and is used here to introduce the AGIL framework, which is used as a sociological framework for the rest of the course.
y Great Teams Are More Than Great Technicians
Questions Why Great Teams Are More Than Great Technicians
From Triple to Quadruple Helix
Triple and Quadruple Helix models come across in policy documents or research reports. But what do they actually mean? We’ll start with a brief historical overview and then look at how this model evolved.
| From Triple Helix to Quadruple Helix |
From quadruple helix to social AGIL analysis scheme
In the previous session, we looked at the Quadruple Helix: a model in which citizens, businesses, government, and knowledge institutions collaborate on innovation and societal change. Now we take it a step further and introduce Talcott Parsons’ AGIL schema, a classic sociological model that helps us understand society through four fundamental functions: Adaptation, Goal Attainment, Integration, and Latency, nearly the same as te quadruple helix
Transcript form Quadruple Helix to AGIL
Module 2 – Moral Deliberation & Citizens’ Assemblies (Stage 1)
This module builds upon the AGIL framework, starting with the Latency subsystem, which incorporates the university and citizen components of the quadruple helix. The first section focuses on education and research, recognizing that university-driven research—at the core of the quadruple helix—is essential for innovation, while educational institutions also play a critical role.
Beyond the academic perspective, attention is given to psychological aspects, leading to the core of the approach: the moral dimension of society, addressed through citizens’ assemblies as a participatory mechanism. The module concludes with an exploration of the Cultural subsystem, emphasizing shared values and societal norms as drivers for sustainable transformation.
Regional Knowledge Clusters and the Role of Universities of Applied Sciences
The energy transition and digitalization present new challenges for education and research. It is not enough to develop high-tech solutions; these must also be effectively integrated into society. This requires a robust knowledge infrastructure in which not only universities but also universities of applied sciences, companies, governments, and citizens collaborate. Education is directive in societies.
Regional Knowledge Clusters and the Role of Universities of Applied Sciences
Sheets Regionale kennisclusters en de rol van HBO in de energietransitie
Questions Regional Knowledge Clusters and the Role of Universities of Applied Sciences
Environmental Psychology a very short overview.
As we indicated last time, behavior change is largely influenced by education. Since this course focuses on an overall framework, we pick up a few perspectives from psychology, two of which are more practice-oriented. For further reading, you can find a lot of literature.
From Vision to Neighborhood – Building the Energy Transition Together.
Our focus is on how citizens’ assemblies can empower communities to shape a shared energy future. Instead of top-down decisions, we explore how co-creation and democratic innovation with moral recognition is important.
Beyond Borders: Why Success Stories Don’t Always Travel.
Culture is not only about religion and philosophy, but can with a model assign cultural dimensions to countries to compare nations in a structured way.
Module 3 – Demand-Driven Innovation & Porter’s Diamond (Stage 2)
After the latency subsystem in module 2, we now turn our attention to the integration subsystem. As Parsons occasionally did, this means shifting from the AGIL framework to the LIGA framework. This terminological shift has no impact on the analysis.
For the analysis of the four subsystems within the integration subsystem, we draw on the model developed by Michael Porter – described by Wikipedia as one of the most influential thinkers in the fields of management, competitiveness, and strategy.
In this context, the latency subsystem plays an important role, as it largely determines the path dependency of a region through its dominant type of industry. This forms the foundation for establishing an effective quadruple helix,. Within the integration subsystem, the focus lies primarily on entrepreneurial networks.
A central element is what Porter refers to as demand factors – in our model linked to the goals subsystem. In stage 1, the main outlines were established through a citizens’ assembly. Stage 2 then provides a more concrete elaboration, including through forms of action research.
Finally, factor conditions are addressed. These fall under the adaptation subsystem and are essential in determining the system’s ability to adapt to changing circumstances.
Demand-driven innovation, Porter’s diamond
and action science.
Porter’s Diamond explains why some economies succeed—not because of cheap labor or raw materials, but through a complex interaction of factors that drive innovation and competitiveness. This video provides the basics and the factor conditions in the model.
Action science AS INNOVATION and engagement driver
Following Stage 1—the citizen assembly focused on vision and broad guidelines—we now move to Stage 2: action research. Similar to the citizen assembly, this stage also operates within a subsystem. Within this subsystem, there are additional layers of influence—specifically, the impact of industry structures on the process. These influences are represented and analyzed in the videos of this module.
Related networks and intermediaries
With action research, and citizens assembly, we aim to go as far as possible in fostering genuine discussion. This is the easier mentioned Habermas style. These processes are regularly disrupted by intermediary organizations pursuing their own interests. This brings us closer to Luhman’s theory, which is discussed here.
Module 4 – The Economic Subsystem: Firms and Innovation (Stage 3)
After the integration subsystem in module 3, we now turn our attention to the economic subsystem – the domain of firms and production. While many citizens believe that companies should simply innovate more, the reality is far more complex. Firms operate within a web of constraints and opportunities: they must decide which strategic adjustments to make, which technologies to adopt, and how to align these choices with workforce planning and organizational capabilities.
Stage 3 focuses on the core of economic activity: production and market introduction. Here, the diffusion of innovation becomes critical. If the groundwork in the previous stages has been properly laid – through clear societal goals and robust integration mechanisms – this stage should unfold more smoothly. However, success depends not only on internal firm dynamics but also on the interplay with other subsystems, particularly the latency subsystem. Long-term decisions made in the past shape today’s possibilities, while future-oriented choices determine the scale and sustainability of production.
In this module, we explore how firms navigate these challenges, balancing competitive pressures with systemic interdependencies, and how innovation moves from concept to widespread adoption within the economic fabric.
Between Idea and Reality: Why Business Innovation Is So Difficult
This video explores the difficult choices companies face when deciding whether to add new products to their portfolio and what types of people they need to make these innovations succeed. These decisions are far more complex than many assume. They involve strategic trade-offs, resource allocation, and cultural considerations that go beyond technology alone.
transcipt 4.1.innovatie company
From Production via marketing to Mass Adoption (stage 3)
In this session, we’ll explore two essential questions: How do organizations structure their operations to deliver products and services efficiently? And how do they position those products in the market? We’ll start with production systems — from project-based work to continuous processes — and see how volume and variety shape operational choices. Then we’ll move to marketing strategiesand how these influence communication and sales approaches. Specifical attention is for diffusion of innovative products and services. After stage one and two in this stage implementation should be done by companies .
Sheets 4.2 production and marketing
Integration into the organizational structure
This video shows how organizational structure and leadership dynamically adapt to context. We combine Mintzberg’s typology and Reddin’s leadership model to make this visible. This is important for the energy transition, to understand the organizational space between government, business, knowledge institutions, and citizens. Finaly we go to a historical case of a well known Dutch company for energy systems which failed to survive.
Scaling Up: Strength and Risk in Competitive Markets
This session focuses on strategic investments and organizational culture in the context of energy solutions within a rapidly changing, innovation-driven market. Long-term resilience under price pressure depends on smart investment choices and a culture that supports adaptation and creativity. In Parsons’ AGIL framework, this represents the pattern-maintaining function, ensuring stability while enabling companies to innovate and scale sustainable energy solutions for the future.
Culture and investment sheets
Module 5 – The Political Subsystem: Governance and Goal-Setting
After the economic subsystem in module 4, we now turn to the political subsystem – the sphere of governance and collective decision-making. This subsystem forms the outer shell that enables previous stages to function effectively, as it is responsible for defining societal goals and translating them into actionable frameworks. These processes occur across three levels of government: national, provincial, and municipal. Implementation often takes shape through subsidies and regulatory instruments, but the underlying decision-making is far more intricate.
Policy formation involves negotiation and lobbying circuits, as described in the Advocacy Coalition Framework (ACF). These dynamics are not always transparent or fully democratic, and principles such as subsidiarity can sometimes be applied inconsistently. Beyond formal structures, the political subsystem is influenced by deeper cultural forces. Drawing on Gramsci’s concept of hegemony, we recognize that certain assumptions become so embedded in society that they appear self-evident, shaping policy without explicit debate. Similarly, theories of espoused values versus values-in-use (see module 3 action science) from an highlight the gap between declared intentions and actual practices within governance.
Energy Poverty is Political Poverty
Governments adapts the system by organizing resources, knowledge, and capacity to make political action possible for citizens. By adding subsidies for clean technology, the government strengthens this mechanism—demand rises, prices increase, and innovation accelerates. This is the essence of Adaptation in the AGIL mode.
Goal Attainment and Advocacy Coalitions
The energy transition is not only a technical challenge, but a governance challenge. Decisions about insulation, heat networks, grids, and local flexibility are shaped by political processes that operate at different levels and at different speeds. The question is how energy policy actually changes, and why outcomes on the ground often differ from intentions at the top.
Transcript 5.2 goal politicy system
5.2 Goal Policy System – Questions
Under construction
No Progress Without the Democratization of Power
This integration subsystem of AGIL is about the question how we prevent policy from becoming a bureaucratic burden and instead enhance freedom and engagement? R explore Communitarianism: building inclusive communities based on shared values and social responsibility, subsidiarity: making decisions at the lowest effective level, closest to the people. and Participation, giving citizens real influence through tools like citizens’ assemblies and cooperatives.
The Hidden Dimension of Power
In the AGIL framework, pattern maintenance within the political subsystem is traditionally associated with the constitution and the formal rules that safeguard democratic order. In this final video, however, we conclude by introducing a broader and more subtle concept: hegemony, the way dominant ideas, norms, and assumptions become widely accepted as “common sense
