Month: April 2020

What lessons for improving interdisciplinary collaboration emerged from the 2019 Science of Team Science conference?

By Julie Thompson Klein and Ben Miller

authors_julie-thompson-klein_ben-miller
1. Julie Thompson Klein’s biography
2. Ben Miller (biography)

Six lessons emerged from the seven plenary panels at the May 2019 Science of Team Science conference hosted by Michigan State University in the US.

1. Understanding the nature of team science is crucial to monitoring team behavior, including managing conflict, diverse voices, and strong leadership.

The Science of Groups and Teams plenary panel affirmed one approach alone is not sufficient. It featured perspectives from psychology, management, and organizational behavior in two regional research institutions, the University of Michigan and Michigan State University.

2. Networking and collaboration increase access to pertinent expertise and skills, equipment, and other resources including funding, relevant techniques, education and training, visibility and recognition.

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Resources to help team scholarship achieve success

By Gary M. Olson, Judith S. Olson, Dan Stokols and Maritza Salazar Campo

authors_gary-olson_judith-olson_dan-stokols_maritza-salazar-campo
1. Gary M. Olson (biography)
2. Judith S. Olson (biography)
3. Dan Stokols (biography)
4. Maritza Salazar Campo (biography)

In this blog post we review the benefits and difficulties of working in teams before introducing a new web site whose goal is to help those carrying out collaborative interdisciplinary projects to solve problems and be more effective.

Benefits of working in teams

Working in teams has at least five major benefits:

  • enables access to broader expertise
  • enlarges access to more resources
  • creates synergies
  • builds on past success
  • expands funding opportunities.

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Providing a richer assessment of research influence and impact

By Gabriele Bammer

author - gabriele bammer
Gabriele Bammer (biography)

How can we affirm, value and capitalise on the unique strengths that each individual brings to interdisciplinary and transdisciplinary research? In particular, how can we capture diversity across individuals, as well as the richness and distinctness of each individual’s influence and impact?

In the course of writing ten reflective narratives (nine single-authored and one co-authored), eleven of us stumbled on a technique that we think could have broader utility in assessing influence and impact, especially in research but also in education (Bammer et al., 2019).We wrote the reflective narratives for a special issue on Julie Thompson Klein’s academic work, in our case especially her impact in Australia and New Zealand. (A taste of Klein’s work can be found in her contributions to this i2Insights blog.)

The process of writing the reflective narratives was unstructured, with each of us writing as much or as little as we wished on whatever aspect of Klein’s work had resonated with us.

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Strategies to deal with forced hostile collaborations

By Kristine Lund

author-kristine-lund
Kristine Lund (biography)

What can you do when a national funding umbrella organization asks you to add a new partner to a collaborative project, especially when that partner has a poor reputation for collaborating?

Here I share lessons based on my experience of leading a multi-million Euro grant, where two interdisciplinary language sciences laboratories, which had worked together successfully for 8 years, were preparing a bid for a 5-year continuation in funding. In the process of preparing that bid, our national umbrella organization suggested that a third language sciences laboratory that had strong links to neurosciences join the consortium.

Strategy 1: Try to make it work

Based on previous experience, neither of the two founding member labs wanted to accept the new collaborative partner.

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