Leadership in participatory modelling

By Raimo P. Hämäläinen, Iwona Miliszewska and Alexey Voinov

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1. Raimo P. Hämäläinen (biography)
2. Iwona Miliszewska (biography)
3. Alexey Voinov (biography)

What can leadership discourse in the business literature tell us for leadership in participatory modelling?

Here we explore:

  • the difference between leadership and management in participatory modelling
  • different leadership styles and participatory modelling
  • three key leadership issues in participatory modelling: responsibility for best practices and ethics, competences, and who in the participatory modelling team should lead.

How does leadership differ from management in participatory modelling?

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Five organizational features for successful interdisciplinary research

By Jessica Blythe and Chris Cvitanovic

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1. Jessica Blythe (biography)
2. Chris Cvitanovic (biography)

How can significant challenges associated with doing interdisciplinary research be overcome? What are the best ways to build institutional capacity and structures that support interdisciplinary research?

We have identified five key organizational features that enable successful interdisciplinary research. These are based on an evaluation of the Centre for Marine Socioecology in Tasmania, Australia, which brings together disciplinary expertise in physics, law, economics, biology, sociology and governance. We obtained perspectives across all disciplines and career stages from PhD students to the leadership team.

The five organizational features, also shown in the figure below, are:

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Four lessons for operating in a different cultural environment

By Nithya Ramachandran

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Nithya Ramachandran (biography)

What does it take to operate successfully in a university located in a different culture?

I am an Indian academician working in the Middle-East, specifically in the Sultanate of Oman and share four lessons about teaching and working in a different cultural context. Although the specifics will vary depending on the culture, the general lessons are likely to be more widely applicable.

The four general lessons are:

  1. Make the most of mentoring
  2. Be open and responsive to feedback
  3. Reinforce positive aspects of student behaviours and find ways to counteract the negative
  4. Enjoy the diversity.

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Navigating paradoxical tensions through both/and thinking

By Faye Miller

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Faye Miller (biography)

How can the many paradoxical tensions that arise in transdisciplinary projects be effectively navigated?

My recent research into how to produce shared understanding for digital and social innovation identifies three key tenets for navigating paradoxes as an emerging transdisciplinary method:

  1. Identifying paradoxical tensions;
  2. Moving from either/or to both/and thinking; and
  3. Working through paradoxes to workable certainty or negotiated understanding.

Identifying paradoxical tensions

A paradox involves contradictory-yet-interrelated elements that exist simultaneously, which morph, shift and persist over time. Increasing our focus on paradoxes fosters the development of creative and innovative mindsets encouraging transdisciplinary researchers to employ both logic and intuition in their approaches.

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Effectively leading interdisciplinary and transdisciplinary research organisations

By Global Leaders of Interdisciplinary and Transdisciplinary Research Organisations

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Global Leaders of Interdisciplinary and Transdisciplinary Research Organisations details (biographies)

What qualities and skills do leaders of interdisciplinary and transdisciplinary research organisations need?

Leaders of interdisciplinary and transdisciplinary research organisations need the qualities that make any leader successful—creativity, humility, open-mindedness, long-term vision, and being a team player. In addition, we identified eight leadership attributes that are specific to interdisciplinary and transdisciplinary interactions and that help leaders to be transformative with real world impacts. Leaders need to cultivate:

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Six lessons from students about transdisciplinary learning

By Irina Dallo, Jan Freihardt and Juanita von Rothkirch

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1. Irina Dallo (biography)
2. Jan Freihardt (biography)
3. Juanita von Rothkirch (biography)

What is an effective way of providing students with practical experience in stakeholder engagement? How can students learn to communicate and engage with community members on a transdisciplinary project, as well as how to create a space for those community members to reflect on their daily lives through interactions and discussions with the student outsiders? What makes it possible for students to broaden their horizons and to acquire new competences and skills?

We present our reflections on how the Winter School 2020 “Science meets Practice” run by ETH Zürich successfully contributed to our transdisciplinary learning process. We suggest there are six key lessons for those who want to design a successful course.

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How can we amplify impact to foster transformative change?

By David P. M. Lam

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David P. M. Lam (biography)

How can the impact of sustainability and other initiatives be scaled or amplified to achieve transformative change?

There are hundreds of promising sustainability initiatives emerging around the world. A sustainability initiative is, for example, a local food initiative from citizens and farmers who promote healthy and organic food production and consumption. Another example is the installation of solar panels by a community to support the use of renewable energies. Such initiatives provide potential solutions for urgent sustainability problems, for instance, biodiversity loss, climate change, social injustice, and poverty in rural areas or cities.

This blog post is based on a review of the literature to understand how sustainability transformations research is currently conceptualizing the scaling or amplifying of impact from initiatives. Although our focus was on sustainability, the processes are likely to also be pertinent for other initiatives.

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How librarians contribute to interdisciplinary research teams

By Kelly Miller and Kineret Ben-Knaan

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1. Kelly Miller (biography)
2. Kineret Ben-Knaan (biography)

What can librarians contribute to interdisciplinary research teams working on complex problems? We suggest that librarians add value in the following three ways:

  1. finding and accessing information resources across disciplines
  2. connecting teams to experts and resources, and
  3. improving collaboration and communication strategies.

Our experience comes from being part of the University of Miami’s Laboratory for Integrative Knowledge initiative, also known as U-LINK, which aims to address the world’s most compelling problems through interdisciplinary inquiry. From 2018-2020, teams of scholars from multiple disciplines have received funding to pursue solutions to global challenges.

Librarians have been embedded in each of the teams.

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Applying human-centered design to virtual conference planning

By Kristine Glauber, Ben Miller and Christine Ogilvie Hendren

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1. Kristine Glauber (biography)
2. Ben Miller (biography)
3. Christine Ogilvie Hendren (biography)

What is needed to envision and create a virtual conference at which attendees have direct agency in execution of customized, richly interactive sessions?

We share three guideposts from a human-centered design framework in recasting the 11th Annual International Science of Team Science Conference from a face-to-face to a virtual meeting after the emergence of the COVID-19 pandemic.

Develop your design principle

Develop your goals for the meeting overall and each individual conference element.These can be referenced when making decisions about how to accomplish a particular task.

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Practical actions for fostering cross-disciplinary research

By Yan Ding, Justin Pulford, Susie Crossman and Imelda Bates

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1. Yan Ding (biography)
2. Justin Pulford (biography)
3. Susie Crossman (biography)
4. Imelda Bates (biography)

How can we facilitate cross-disciplinary research in practice? What practical actions are considered important for participating in cross-disciplinary research? How do these actions change at the individual, research team/programme and institutional/funder level?

Cross-disciplinary research approaches allow for the interchange of knowledge and experience to stimulate innovative responses to complex research challenges.

Individual researchers

The individual researcher requires certain personal attributes for effective participation in cross-disciplinary research.

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Scaffolding transdisciplinary contributions

By Roderick Lawrence

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Roderick Lawrence (biography)

What do we mean by “scaffolding” and how is it used in transdisciplinary research?

Scaffolding is a metaphor transferred from building construction and used in pedagogy and teaching methods since the 1970s to assist learning processes. This metaphor has also been applied to multi-stakeholder processes that require collective decision making about complex societal challenges including conflictual situations. In this context scaffolding is used in deliberative processes, identifying those constituents that require facilitation, and selecting the appropriate methods and tools to achieve desired outcomes.

Scaffolding is increasingly recognized as necessary to assist bridge building between people, especially in transdisciplinary research and project implementation about complex situations and persistent problems that have no simple solutions.

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Are research institutes fulfilling their interdisciplinary roles in universities?

By Paul Bolger

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Paul Bolger (biography)

The number of research centres and institutes within universities has exploded in the last two decades, but how effective have they been in delivering on their interdisciplinary goals?

A key raison d’etre for establishing a research centre or institute is to bring together researchers from multiple disciplines in a particular area of research study, and to foster interdisciplinary collaboration. You don’t have to read too far into mission statements and websites to encounter a goal to be cross-, multi-, inter-, or trans- disciplinary.

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