The elusive transformation of research and innovation. The overlooked complexities of value alignment and joint responsibility

RRI is a broad concept that is subject to different interpretations. This chapter focuses on the view of RRI as a transformative ideal for reforming the research and innovation system in the service of public interest. This is the normatively strong view of RRI that has attracted many policy-makers and young researchers but left cold many senior researchers and innovators. The transformative vision of RRI has failed to materialise, and RRI remains a marginal reality, even in Norway, where arguably the conditions were more propitious than elsewhere. I attempt to explain the failed transformation, focusing on two key objectives of RRI: the ambition of aligning R&I with societal values and the aspiration to steer R&I through generating a shared responsibility for the future (a prospective joint responsibility in technical terms). Alignment proved very hard to achieve because valuing is steeped in well-established practices, habits, and cognitive-emotional frameworks. These cannot be changed at will. Besides, the ambition to make researchers and innovators more responsive to a wider constituency and additional social responsibilities stumbled against what I call moral saturation, namely the lack of capacity and resources to take on additional moral tasks. Furthermore, modern societies are characterised by a pluralism of values and conceptions of the good life, compounded by the lack of methods for composing value conflicts. These problems come back when we look at what it takes to create expanded shared responsibilities: joint intentions and joint commitments. A formal analysis of how these can be generated shows that they need pre-conditions that are seldom obtaining in the real world of R&I. So, the transformative ambition went against the inertia and entrenched habits of the R&I ecosystem and yet very often the task of promoting the change was given to junior researchers: the most vulnerable and less powerful actors. I conclude that RRI ambition to transform the R&I system is unrealistic. What can be attempted is to develop small-scale experiments outside the mainstream, where institutional barriers and perverse incentives are partially removed or corrected.