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Public engagement and social science$
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Stella Maile and David Griffiths

Print publication date: 2014

Print ISBN-13: 9781447306863

Published to University Press Scholarship Online: January 2015

DOI: 10.1332/policypress/9781447306863.001.0001

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date: 19 August 2017

Conclusions: Managing Public Engagement

Conclusions: Managing Public Engagement

Chapter:
(p.241) Conclusions: Managing Public Engagement
Source:
Public engagement and social science
Author(s):

Stella Maile

David Griffiths

Publisher:
Policy Press
DOI:10.1332/policypress/9781447306863.003.0017

The conclusion argues that public engagement is now a central part of the university’s mission. In practice, top down managerialist approaches are combined with counter-hegemonic imaginaries of the public good. A key issue raised in the conclusion is how the axes of dialogue and control are mediated in practice. The social science café is taken as a case study of the role of socially imagined public spaces and identities and the diversity of publics. While acknowledging the importance of evaluation in public engagement initiatives the chapter argues against formulaic reduction and quantification in what were often diffuse and complex ‘impacts’. The chapter concludes by reiterating the emancipatory role of public sociology and the performative character of social science as bringing particular social realities into being.

Keywords:   managerialist, impacts, evaluation, performative

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