Basic steps for dealing with problematic value pluralism

By Bethany Laursen, Stephen Crowley and Chad Gonnerman

1. Bethany Laursen (biography)
2. Stephen Crowley (biography)
3. Chad Gonnerman (biography)

Have you ever been part of a team confronting a moral dilemma? Or trying to manage deep disagreements? For that matter, on a more down-to-earth level, how many times has your team tried to settle an agreed file naming convention? Many team troubles arise from value pluralism—members having different values or holding the same values in different ways. Below, we describe problematic value pluralism and suggest steps for dealing with it.

What are values, and how do they cause problems?

Here, we’re talking about a “value” as a desire (conscious or unconscious) that directs a person’s actions. It could be a guiding ideal or a whimsical preference, for example. Most of us have multiple values and over time we have organized them so that they provide us with guidance in most of the situations we encounter.

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Integration: The IPO model

By Stephen Crowley and Graham Hubbs

1. Stephen Crowley (biography)
2. Graham Hubbs (biography)

How can we improve our understanding of knowledge integration? What are the elements of integration?

Sometimes what gets integrated are products of science, such as data sets or scientific models. Sometimes it is not the products that are integrated but instead the methods, as can happen on interdisciplinary teams. On these teams, scientists work together, so sometimes it is the people themselves (scientists are people!) or their disciplinary cultures that get integrated.

These are only some of the possible elements of integration. There is just as wide a variety of processes and products of integration as there are elements. The process of integrating data sets might be a sort of analysis, and the result might be a table or graph that displays the results of research in a conspicuous manner. Integrating diverse scientists into an interdisciplinary team, by contrast, is a matter of people working together, and the result of the integration is not a table or a graph but the team itself.

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