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Planning transdisciplinary stakeholder workshops: Four practical lessons

May 13, 2025

By Maxine Fromm.

How can transdisciplinary researchers best organise workshops that create a collaborative space for different stakeholders? What practical planning is required? How can organisers meet the challenges of translating a project idea into concrete workshops?

This i2Insights contribution offers four practical lessons gathered throughout a dialogue series on a just industry transition between Dutch representatives from industry, non-governmental organisations, academia and ministries, which was organised by the Sustainable Industry Lab.

Lesson 1: Planning should start from your stakeholders’ needs

As Lisa Andrews and colleagues noted in their i2Insights contribution, Three lessons for mainstreaming transdisciplinarity, you need to ‘reach stakeholders where they are’ and take into account their knowledge levels, interests and agendas.

How individual members can contribute to effective team functioning

May 7, 2025May 6, 2025

Edited by Gabriele Bammer.

For team dynamics to work effectively, what is the range of contributions that needs to be covered by different team members? How can diversity in skills relevant to team functioning be effectively recognised and harnessed? Here the focus is not on the actual task the team is trying to accomplish, but rather the dynamics of working together and the different contributions or roles required for effective team functioning.

A number of proprietary products (i.e., products owned by companies that need to be purchased to be used) have been developed to help teams assess the strengths and weaknesses of individual team members in contributing to effective team performance. The focus in this Editor’s Addition is to use one such product, CliftonStrengths^®, to highlight one set of understandings about what key team dynamics are. Information available on the CliftonStrengths^® website is used in abbreviated form and without the summary terms used to encapsulate each team and personal attribute.

Why interdisciplinarity and transdisciplinarity are not enough for addressing complex problems

April 29, 2025April 29, 2025

By Gabriele Bammer.

gabriele-bammer_nov-2021 — Gabriele Bammer (biography)

As the importance of interdisciplinary and transdisciplinary research approaches becomes more widely recognised, how can we overcome the danger that they are seen to be all that is needed for tackling complex problems? What are the limitations of these approaches? What else might be required?

My starting point is that improved understanding of, and action on, a complex societal or environmental problem usually requires a number of research questions to be addressed. Different questions require different kinds of research approaches. Let’s illustrate this by considering the following complex problem:

As effort goes into making cities more sustainable, how can we incorporate illicit drug users into a more sustainable city X?

The SPIRAL of systems leadership

April 22, 2025

By Josep M. Coll.

How can systems leadership be structured in a way that facilitates clarity and organization in its implementation and use, especially given that it is a collective type of leadership that harnesses the power of collective intelligence for solving a complex or wicked problem, in order to enable system-level change?

The SPIRAL of systems leadership is a practical model aimed at framing, developing and facilitating the transformative power of systems leadership for conscious and impactful organizations and practitioners that work in the domain of systemic transformation, regeneration and sustainable development.

SPIRAL is a name mnemonic that helps in remembering the five principles and in organizing the five phases of the model: S for Systeming, P for Purposing, I for Inviting, R for Re-designing and AL for Adaptive Learning, which are shown in the figure below.

Navigating the spectrum of leadership styles

April 15, 2025

By Gemma Jiang, Jenny Grabmeier and Joan Lurie.

authors_gemma-jiang_jenny-grabmeier_joan-lurie — 1. Gemma Jiang (biography)
2. Jenny Grabmeier (biography)
3. Joan Lurie (biography)

When you are in a leadership role, are you able to shift your leadership style to accommodate the needs of your team and project? When consensus is hard to reach, are you able to step in with a directive approach? Are you able to hold back from being directive when creativity and participation are needed?

A Spectrum of Leadership Styles

Lewin, Lippitt and White in their foundational 1939 study on group dynamics suggested three leadership styles. In the context of cross-disciplinary science, we do not see these as separate styles or the only three styles, but as reference points along a continuum. At one end of their spectrum lies directive leadership, and at the other, delegative leadership, and somewhere in the middle, participative leadership.

Three key strategies enabling artificial intelligence to bridge inequities

April 8, 2025

By Kerstin Nothnagel.

With artificial intelligence transforming many aspects of society, from healthcare to education to economic development, how can it be used to reduce rather than perpetuate inequalities? In particular, given that artificial intelligence can widen gaps by exacerbating existing inequalities through biased datasets, lack of infrastructure, and limited access to resources, how can the benefits of artificial intelligence be brought into the reach of low-income nations and marginalised communities? What practical steps can be taken to ensure artificial intelligence is developed and applied in a way that is inclusive and benefits everyone?

My work has been in the health field, but the findings are likely to be more broadly applicable. I suggest three strategies that would enable artificial intelligence to reduce inequities. The first two are key contributions that researchers can make. The third is a call to policy makers and funders. An example is provided for each strategy.

What roles do you play in inter- and transdisciplinary projects?

April 3, 2025April 1, 2025

By Hanna Salomon, Benjamin Hofmann and Sabine Hoffmann.

authors_salomon_hofman_hoffmann — 1. Hanna Salomon (biography)
2. Benjamin Hofmann (biography)
3. Sabine Hoffmann (biography)

What roles do researchers typically play in inter- and transdisciplinary projects? How can they be made transparent in order to reflect on them?

Inter- and transdisciplinary projects typically require different roles and the researchers involved may play one or more of them. There is a plethora of literature describing various ideal-typical roles and we used the literature on researchers’ roles in sustainability science to develop a reflection tool on researcher roles in inter- and transdisciplinary projects.

A Role Reflection Tool

The reflection tool consists of a role survey for individual researchers, a spider web graph for immediate role visualization on the individual and project team level, and a set of questions for individual and project team reflections.

An approach for operationalizing and sustaining systems improvements

March 25, 2025

By Dintle Molosiwa.

How can we develop more effective interventions that address root causes of insufficient system performance? How can systems-informed interventions achieve and sustain more impactful system improvements? What strategies ensure multisectoral collaboration in systems improvement initiatives?

This i2Insights contribution is based on experience in improving health systems in South Africa, Senegal, Zambia, Botswana and Chemonics global health supply chain portfolio, but is likely to have wider relevance for other systems and countries.

Colleagues and I (Chemonics Health Practice and SYSTAC Africa Hub, 2024) distilled existing system thinking frameworks into a four-step cycle: examine; co-create; implement and adapt; and adopt and scale.

Mobilizing the Arnstein Gap for better planning

March 18, 2025

By Keiron Bailey.

What is the Arnstein Gap? How can the Arnstein Gap usefully inform future citizen or stakeholder engagement?

Arnstein’s Ladder and the Arnstein Gap

Let’s begin with a brief reminder of Arnstein’s Ladder, which is a description of eight levels of public participation in government decision making developed by Sherry Arnstein in 1969 and illustrated in the figure below. More detail is available in the i2Insights blog post Stakeholder engagement: Learning from Arnstein’s ladder and the IAP2 spectrum by Gabriele Bammer.

In 2006 my colleague Dr. Ted Grossardt and I introduced the Arnstein Gap (Bailey and Grossardt, 2006), which is the difference between the perceived and desired levels of public involvement according to Arnstein’s Ladder.

Designing for role clarity: An essential leadership skill

March 11, 2025

By Gemma Jiang and Joan Lurie.

authors_gemma -jiang_joan-lurie — 1. Gemma Jiang (biography)
2. Joan Lurie (biography)

How can leaders design roles and role relations within their project teams? How can leaders recalibrate and re-align role relations as their project contexts shift? Why is designing for role clarity an essential leadership skill, beyond technical and interpersonal skills?

Just as we sign contracts outlining job descriptions and authority when starting a new position, a similar role contracting process should be initiated at the beginning of each project. This ensures that everyone understands their specific responsibilities and authority within the project context. This practice is particularly crucial when team members have overlapping roles outside the project. For instance, in one project, a faculty member might lead while their department chair takes on a supporting role. How should these two define their project roles to distinguish them from their ongoing department chair–faculty relationship?

Using cross-cultural dialogue to break down inappropriate knowledge hierarchies

March 4, 2025

By Roxana Roos.

How can indigenous, local, artisanal, craft, tacit, counter, gendered and experiential knowledge better inform solutions to complex problems, such as climate change? How—when faced with conditions of complexity, uncertainty and competing tenable knowledge claims—can the actionable knowledge base be pluralized and diversified to include the widest possible range of high-quality, potentially actionable knowledges and sources of relevant wisdom? What are the pitfalls and challenges ahead?

I start with some cautions for the usual practice of transdisciplinary research and then highlight key aspects of cross-cultural dialogue, alongside pitfalls and challenges.

Integration can reproduce undue asymmetries

Dealing with imperfection in tackling complex problems

March 4, 2025February 25, 2025

By Gabriele Bammer.

Why is an appreciation of imperfection and its inevitability important for those seeking to understand and act on complex societal and environmental problems? Which traps can imperfection lead to and what are the most effective ways of dealing with it?

The inevitability of imperfection

Imperfection is inevitable both in attempting to develop a comprehensive understanding of complex societal and environmental problems and in acting on them. The multiple underpinning reasons include:

● Complex problems are systems problems, and all systems views are partial, so that the whole system cannot be taken into account. Even then, boundaries need to be set to effectively deploy available resources and these artificial boundaries further constrain understanding of the whole system.