Main topics

Boundary spanning: A leadership perspective

By Gemma Jiang, Jenny Grabmeier, Diane Boghrat and Susan Simkins.

authors_jiang,_grabmeier_boghrat_simkins
1. Gemma Jiang (biography)
2. Jenny Grabmeier (biography)
3. Diane Boghrat (biography)
4. Susan Simkins (biography)

What does boundary spanning in cross-disciplinary science teams entail, and how does it relate to leadership?

At its core, boundary spanning is about bridging differences. These differences usually fall into two categories:

  1. Interdisciplinary differences, which involve varying perspectives across different disciplines, such as vocabulary, methods, epistemologies, and cultures.
  2. Transdisciplinary differences, which involve perspectives from science, society, policy, and practice that transcend institutional and sectoral boundaries.

The expertise required to bridge these differences is often referred to as “integration expertise” (Hoffman et al., 2024) or as one of us (Simkins) refers to it “interdisciplinary translation.” For simplicity, we’ll refer to all these forms of expertise as “boundary spanning,” and those who play these roles as “boundary spanners.”

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Better understanding trust

By Gabriele Bammer.

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Gabriele Bammer (biography)

Trust is regarded as essential for effective teamwork and stakeholder engagement, so how can we better understand trust? How can that understanding underpin more effective action in establishing trust and in remedying loss of trust?

I use ideas about trust developed by Piotr Sztompka (1999) to reflect on trust in teamwork and in stakeholder engagement in research projects. Stakeholder engagement is divided into two broad types:

  • engagement with those affected by the problem being researched, and
  • engagement with those in a position to act on the problem; they are often decision makers.

Sztompka provides a useful definition of trust (p. 25) as:
“a bet about the future contingent actions of others.”

Trust consists of beliefs or specific expectations about others which influence how we act, what Sztompka calls “commitment through action” (p. 26).

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Using field experiences to generate transdisciplinary research questions

By Kimberly Bourne and Alison Deviney.

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1. Kimberly Bourne (biography)
2. Alison Deviney (biography)

What are the benefits of field experiences for large convergence research centers? How can they be used to generate new research questions that cross disciplines and benefit local communities?

We draw on a two-day retreat centered around a geographically specific issue to provide lessons that may be useful for others. The retreat combined field excursions and a brainstorming workshop to generate new research questions. An additional benefit was that it positively changed the power dynamics in the group.

In our case, the large convergence research center focuses on innovations for sustainable phosphorus management. A central field site is in South Florida, USA, where phosphorus pollution from agricultural and urban areas threatens a wetlands national park (the Everglades).

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The enablers of effective knowledge exchange between science and policy

By Vivian Nguyen and Chris Cvitanovic.

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1. Vivian Nguyen (biography)
2. Chris Cvitanovic (biography)

What are the practical enabling conditions necessary for effectively implementing strategies to enhance knowledge exchange at the science-policy interface?

To address this question, we undertook a comprehensive and global review of the published literature in the field of environmental management. Specifically, following established scoping review protocols, we examined 56 empirical case studies that document enablers of effective knowledge exchange between science and policy. By doing so, we also identified and provided actionable insights that can help anyone working at the interface of science and policy to enhance their knowledge exchange efforts, ultimately leading to more impactful and desirable outcomes, and ensuring that the benefits of knowledge exchange efforts outweigh the cost of implementation.

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Ninth annual review

By Gabriele Bammer.

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Gabriele Bammer (biography)

This is the ninth annual “state of the blog” review.

As we wrap up another year of i2Insights, what are the key issues to reflect on in our nine year history? What have been the highlights of year nine? What changes are underway or planned?

Moving forward globally

A key issue to reflect on in our nine year history is how well i2Insights is achieving its goal of being a global resource. In tackling complex problems through Integration and Implementation Sciences (i2S), transdisciplinarity, systems thinking, action research, post-normal science or other approaches, I have always thought that we have a unique opportunity to advance globally, combining experience from around the world. This would make us different from most disciplines and fields, which were first established in the Global North and then exported to the Global South.

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Being a “conscious” leader: Three foundational commitments

By Gemma Jiang and Jeni Cross.

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1. Gemma Jiang (biography)
2. Jeni Cross (biography)

As a leader, are you prone to defensiveness, blame and avoidance? Is your team trapped in a similar pattern? What is the alternative and how to get there?

The Conscious Leadership framework’s 15 commitments (Dethmer, Chapman and Klemp, 2014) offer powerful tools for addressing these questions. Central to this framework is the distinction between operating “above the line,” which involves openness, curiosity, and a commitment to growth, and “below the line,” characterized by defensiveness, blame, and avoidance. The first three commitments—taking radical responsibility, learning through curiosity, and feeling all feelings—serve as foundational steps for leaders and teams to maintain an “above the line” mindset. This post explores these commitments and the associated tools to empower leaders in guiding their teams from below to above the line.

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Fostering transdisciplinary research in the Global South: Lessons for funders

By Flurina Schneider, Zarina Patel, Katsia Paulavets, Tobias Buser, Jacqueline Kado and Stefanie Burkhart.

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1. Flurina Schneider; 2. Zarina Patel; 3. Katsia Paulavets; 4. Tobias Buser; 5. Jacqueline Kado; 6. Stefanie Burkhart (biographies)

How can research funding programmes address existing inequalities in global science systems? How can they foster science-society-policy interactions and transdisciplinary research in the Global South?

Inequalities in science disadvantage the Global South in terms of classical science metrics such as the number of researchers and publications, but also in terms of access to research, funding and infrastructure. Early career researchers are particularly affected.

To address these inequalities, financial investment in research capacity is needed from both national governments and international donors. However, dependence on international funding reinforces the influence of the Global North in setting research agendas in the Global South. We argue that international research funders can mitigate this challenge by supporting transdisciplinary research, because transdisciplinary research integrates different perspectives to resonate with local realities and problems.

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Epistemic justice and its relevance to transdisciplinary research

By Sarah Cummings, Charles Dhewa, Gladys Kemboi, Stacey Young and Mike Powell.

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1. Sarah Cummings; 2. Charles Dhewa; 3. Gladys Kemboi; 4. Stacey Young; 5. Mike Powell (biographies)

Can you imagine that you are in a situation where no-one listens to you or believes what you have to say? And the reason they are not listening or believing is because of your race or your gender or where you come from or your accent, or an intersectional combination of all four?

Or imagine that the knowledge of your community is seen as worthless and ignored, even when the community will suffer most when efforts to change it go awry?

This phenomenon is called epistemic injustice. Originally elaborated by social philosopher Miranda Fricker (2007), epistemic (or knowledge-related) injustice comprises unfair treatment in which the voices, experiences and solutions of marginalized individuals, communities and societies are ignored. We consider that it poses an existential threat to individuals and communities.

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Evaluation criteria for transdisciplinary research

This i2Insights contribution has been retracted.

For an excellent framework on evaluation criteria for transdisciplinary research, see:

Belcher, B. M., Rasmussen, K. E., Kemshaw, M. R. and Zornes, D. A. (2016). Defining and Assessing Research Quality in a Transdisciplinary Context. Research Evaluation, 25, 1–17. (Online – open access) (DOI): https://doi.org/10.1093/reseval/rvv025

with an updated and refined version available at: Transdisciplinary-Research-Quality-Assessment-Framework-2.0.pdf. 

 

From networks to systems of influence: The role of emergence in change

By Margaret Wheatley and Deborah Frieze

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1. Margaret Wheatley (biography)
2. Deborah Frieze (biography)

How can people turn a common cause and vision of what’s possible into change? Can networks and communities of practice turn into systems of influence? How can we best prepare conditions for emergence of systems of influence?

We propose a three-stage lifecycle model of emergence and change, moving from networks to communities of practice to systems of influence.

Stage One: Networks

Networks are essential for people finding like-minded others, the first stage in the lifecycle of emergence and change. It’s important to note that networks are only the beginning. They are based on self-interest: people usually network together for their own benefit and to develop their own work.

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Transforming experts into team science leaders

By Gemma Jiang.

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Gemma Jiang (biography)

Are you transitioning from a subject matter expert to a team leader? What is key to leadership? What challenges are you likely to confront? What questions will you need to address?

Defining leadership

Leadership is about influencing change among a collective of people, not about titles or top-down decision-making.

Influencing change

Change is an enduring and accelerating force, from the actions of ancient mythological heroes to the demands of our rapidly evolving VUCA (Volatile, Uncertain, Complex, Ambiguous) world. Effective leadership bridges deep personal transformation and profound organizational change, guiding individuals and institutions through transitions and innovations.

Influencing a collective

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Insights into the science of complexity

By Jean Boulton

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Jean Boulton (biography)

What are the key ideas that define the science of complexity? How do they help us better understand our world so that we can engage more effectively?

The science of complexity conveys a view of the world as dynamic, richly interdependent and full of variety.

“A world – organic and emergent, shaped by history and context – naturally patterned, yet always in process” (Boulton 2024: 39).

Ilya Prigogine asked why classical physics and evolutionary biology seem to contradict each other. The word that brought these two sciences together and shaped the development of complexity theory, was ‘open’ (Prigogine 1977).

Situations that are open to their environments display emerging order in the form of patterns of relationships.

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