Processes

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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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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Setting up your team for knowledge integration

By Shalini Misra, Megan A. Rippy and Stanley B. Grant.

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1. Shalini Misra (biography)
2. Megan A. Rippy (biography)
3. Stanley B. Grant (biography)

What kinds of collaborative arrangements best foster knowledge integration? Should you keep your team together by forming one big group to work toward your shared goals? Or should you differentiate tasks by breaking work into smaller components and assign the pieces to sub-groups? How large should sub-groups be and how should they be composed? What types of engagement processes lead to successful knowledge integration?

If you have led a large cross-disciplinary research effort, you have grappled with these questions.

We addressed these questions by assessing the linkages between integration processes and research products in a self-evaluation of the first two years of our National Science Foundation Growing Convergence Research project on inland freshwater salinization (Misra, Rippy and Grant, 2024).

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Breaking boundaries: Transforming research with co-production and bridging knowledge systems

By Truphena E. Mukuna and Alemu Tesfaye Shekunte.

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1. Truphena E. Mukuna (biography)
2. Alemu Tesfaye Shekunte (biography)

What role do communities play in shaping research that affects their lives? How can academia break free from the constraints of traditional disciplinary boundaries to foster more inclusive knowledge production? We explore these questions based on our experience in researching forced displacement.

The challenge of traditional research methodologies

Historically, much research in the Global South has been dominated by Western perspectives and methodologies. These often lack cultural relevance and fail to engage meaningfully with the communities they study. Consequently, the resulting body of knowledge can be disconnected from the lived realities of those studied. In addition, disciplinary biases often overshadow the philosophical underpinnings of research methods. Researchers may adopt a ‘positivist’ or ‘constructivist’ stance or prefer ‘quantitative’ over ‘qualitative’ methods.

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Designing serious games to address transdisciplinary problems

By Katharina Gugerell.

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Katharina Gugerell (biography) (photo credit: BOKU University)

What are serious games? What are their benefits? What is involved in developing serious games?

Serious games are digital, analogue or hybrid games designed in a way that goes beyond pure entertainment. They aim to educate or inform players or evoke discussions and conversations and provide an environment for futuring processes – in various fields, such as land-use, healthcare, water management, commons or natural hazards.

By integrating engaging gameplay elements with real-world scenarios or real-world contexts, serious games are expected to facilitate (different forms of) learning, interaction, world-building and scenario-building, as well as critical reflection on social, cultural, consumption and production practice. These games can incorporate real-time simulations, joint problem solving, and interactive storytelling to immerse participants into the topic. Serious games are celebrated for their motivational, emotional and entertaining aspects, that allow players to become familiar with different perspectives of complex problems or engage in futuring processes in a very intuitive and emotional way.

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The role of frames and framing in communication and change

Edited by Gabriele Bammer

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What are frames and framing? What roles do they play in making change happen? What are some essential principles of framing? Can framing be used to manipulate people?

This editor’s addition draws on the 2014 updated edition of George Lakoff’s classic work “Don’t think of an elephant.” Lakoff provided these ideas in the US context of the contest between progressive and conservative ideas, and here they are adapted to be more general, including highlighting issues relevant to dealing with complex problems.

What are frames?

There is no simple definition of frames, with key elements including that they are embedded in neural circuits, that they are linked to morals or values, and that they are evoked by language. Lakoff highlights that:

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Establishing, discussing, and sustaining accountability in your team: Seven strategies

By L. Michelle Bennett, Michael O’Rourke, and Edgar Cardenas

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1. L. Michelle Bennett (biography)
2. Michael O’Rourke (biography
3. Edgar Cardenas (biography)

How can I hold my teammates accountable?

Being willing and able to hold yourself and others accountable depends heavily on the collaborative culture created by the team (see previous i2Insights contribution by L. Michelle Bennett on Mindset matters for interdisciplinary teams: Choose a collaborative one).

Collaborative cultures characterized by psychological safety, transparency, and an ability to engage in productive conflict provide the strongest foundation for accountability.

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A framework for transdisciplinary boundary work

By Lisa Andrews, Stefania Munaretto, Heleen Mees and Peter Driessen.

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1. Lisa Andrews (biography)
2. Stefania Munaretto (biography)
3. Heleen Mees (biography)
4. Peter Driessen (biography)

What are the challenges in engaging different actors and integrating knowledge across disciplines? What does it mean to do this work ‘well’? What brings about successful engagement, boundary crossing and knowledge integration to enable impact? More specifically, how can transdisciplinary research project actors collaborate to produce outputs and foster societal impact?

The following framework identifies 12 boundary work activities to support transdisciplinary research project actors to collaborate, co-create and integrate knowledge that leads to societal impact across project phases. Here, impact is defined as the desired long-term societal, economic and/or environmental changes agreed upon by the involved transdisciplinary actors based on the problem and scientific knowledge gaps they aim to address, with impact resulting from a chain of events to which the transdisciplinary project has entirely or in part contributed.

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Team science is an integral competency for the U.S. National Science Foundation’s Convergence Accelerator Program

By L. Michelle Bennett, Edgar Cardenas and Michael O’Rourke

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1. L. Michelle Bennett (biography)
2. Edgar Cardenas (biography)
3. Michael O’Rourke (biography)

What roles do research and development agencies have in actively preparing research teams to engage productively in collaborative research? Is it enough to require that teams engaging in funded research prepare themselves to collaborate effectively?

The U.S. National Science Foundation (NSF) Convergence Accelerator Program was launched in 2019 to fast track the development of ideas into real-world applications and solutions intended to have substantive societal and economic impact. Building upon basic research and discovery and using a convergent approach, the program accelerates use-inspired research toward impact by funding multidisciplinary teams from a wide range of disciplines and sectors to solve complex societal and economic challenges.

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Considerations for creating and funding new toolkits for inter- and transdisciplinary research

By Bethany Laursen, Bianca Vienni-Baptista, Gabriele Bammer, Antonietta Di Giulio, Theres Paulsen, Melissa Robson-Williams and Sibylle Studer.

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1. Bethany Laursen; 2. Bianca Vienni-Baptista; 3. Gabriele Bammer; 4. Antonietta Di Giulio; 5. Theres Paulsen; 6. Melissa Robson-Williams; 7. Sibylle Studer (biographies)

Are you thinking about creating a new toolkit for inter- and transdisciplinary research? What questions can help you consider whether to embark on such an effort? If you are a funder, how can you decide whether to support existing toolkits or fund new ones? And how can toolkits help your reviewers in considering funding applications?

We are the core members of the Toolkits and Methods Working Group hosted within the Global Alliance for Inter- and Transdisciplinarity (ITD Alliance). Since 2020, we have jointly mapped and visualized the previously uncharted landscape of inter- or transdisciplinary toolkits.

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