Rigour and Relevance: It Can be Both
If we were to sum up the demands placed on practice in the setting and circumstance of Part 2 in this book and give a deﬁnition, it might read as follows:
Practice is about opening doors, removing barriers to knowledge and learning, ﬁnding partners and new forms of partnership, building networks, negotiating priorities, opening lines of communication and searching for patterns. It means designing structures – both spatial and organizational – and facilitating the emergence of others, balancing dualities that at ﬁrst seem to cancel each other out – between freedom and order, stability and creativity, practical and strategic work, the needs of large organizations and those of small ones, top and bottom, public and private. And all this in a world which is inherently unequal and unstable locally, nationally and globally – working with all levels, working in between levels, all competing for power and resources.