Most agricultural research organizations strive to address societal challenges and contribute to positive societal impacts. Fulfilling this ambition involves embedding a culture of impact in organizational culture, which, in our view, entails three main elements: understanding the role of the research community in contributing to impacts over the long term within the systems in which it operates; equipping researchers to support positive change; and implementing strategies that allow the culture of impact to percolate at various levels of the organization. To build just such a culture, in the past 8 years, Cirad, the French Agricultural Research Center for International Development, embarked on a transformational process, from which we draw key lessons. Building a culture of impact requires fostering transdisciplinary dialogue on the multiple roles of researchers, on their contribution to societal impacts, and on the relevance of this reflection. This involves adapting from pre-existing visions, interactions, and practices. Formalization in the organization's strategy and the action of leading change agents foster its institutionalization. Strengthening capacity to build shared visions of change and collective processes in research design, implementation, and evaluation while respecting the diversity of profiles and approaches in the organization favors appropriation. This requires adequate funding at the project, institutional and funding bodies level, and targeted communication to ensure buy-in by internal and external change agents. We argue that a culture of impact is a reflective culture and long-term dynamics that aims to overcome the dichotomy between research and development and bring agricultural research closer to societal needs.

中文翻译：

---

在国际农业研究组织中建立影响文化：过程和反思性学习

大多数农业研究组织努力应对社会挑战，并为积极的社会影响做出贡献。为实现这一雄心壮志，需要在组织文化中嵌入影响文化，我们认为这需要三个主要要素：了解研究社区在其运作系统内长期促进影响的作用；配备研究人员以支持积极的变革；以及实施使影响文化渗透到组织各个层面的策略。为了建立这样一种文化，在过去的8年中，法国国际发展农业研究中心Cirad着手进行转型，从中吸取了重要的教训。建立影响文化需要就研究人员的多重作用，对社会影响的贡献以及这种反思的相关性促进跨学科对话。这涉及适应现有的愿景，互动和实践。组织战略中的正式化和领导变革推动者的行动促进了其制度化。增强在研究设计，实施和评估中建立共同的变革和集体过程愿景的能力，同时尊重组织中个人资料和方法的多样性，这有利于拨款。这就需要在项目，机构和资助机构一级获得足够的资金，并进行有针对性的沟通，以确保内部和外部变革推动者的支持。