Collaboration

Four tips for developing norms for collaboration agreements

By Edgar Cardenas.

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Edgar Cardenas (biography)

Norms are the foundational building blocks for collaboration agreements. Hence, we must consider what’s an effective way for teams to develop the norms underpinning a collaboration agreement? How can teams build on experience and avoid getting bogged down when negotiating norms?

In helping teams to develop norms that enable productive collaborations, I use Richard Hackman’s definition of norms as “shared agreements among members about what behaviors are valued in the group, and what behaviors are not. They refer only to behavior, including things members say, not to unexpressed private thoughts and feelings” (Hackman, 2011, p.103).

In other words, norms that help you collaborate better must be grounded by clearly identifiable behaviors and team members must agree to abide by these norms. When developing a norm, the team then has to ask: “Is the behavior clear enough that team members have a shared understanding of the specific behavior?” and “Do we agree to using this norm?”

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Three social mechanisms leading to fake interdisciplinary collaborations / 形成伪跨学科合作的三种社会形成机制

By Lianghao Dai.

A Chinese version of this post is available

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Lianghao Dai (biography)

What are fake interdisciplinary collaborations and how do they arise?

Fake interdisciplinary collaborations are a form of performative scientific behaviour that claims to be interdisciplinary but lacks knowledge integration across disciplines. There are three social mechanisms that can result in such fake collaborations.

1. Irresponsible project management

Irresponsible project management has two manifestations:

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A tool for developing shared awareness of team member research interests and expertise

By Melanie Bauer, Joshua Roney and Stephen M. Fiore.

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1. Melanie Bauer (biography)
2. Joshua Roney (biography)
3. Stephen M. Fiore (biography)

How can team members who have been working together for a while check assumptions, ensuring they are aware of each other’s breadth of expertise and research interests?

We have developed the “Linking-Relinking” tool to facilitate such a process. This tool supports science teams through development of a transactive memory system, which is a form of shared cognition having to do with “who knows what” on a team. Studies continually show that teams that develop an accurate transactive memory system are better able to coordinate their knowledge when working on challenging problems. The Linking-Relinking Tool can support transactive memory system development by helping members determine how accurate their knowledge is of their teammates and calibrate appropriately.

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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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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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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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Three spaces of change for reorienting North-South research partnerships

By Geetika Khanduja, Peter Taylor, Andrea Ordóñez, Erica Nelson and Tracy Mamoun

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1. Geetika Khanduja; 2. Peter Taylor; 3. Andrea Ordóñez; 4. Erica Nelson; 5. Tracy Mamoun (biographies)

What are some of the challenges that researchers from the Global South face when engaging in development research initiatives, and how can resetting the relationships that underpin North-South collaborations help? What are the pivotal areas where change is needed?

Challenges

The main concerns for many researchers in Global South-based institutions are around the deep-rooted structural challenges that underpin the research for development space, such as:

  • funding dependence on external sources,
  • insufficient national expenditures on research,
  • lack of agency in the design and implementation of research projects,
  • publication pressures built on problematic Global North “output”-driven demands,
  • competing incentives for promoting and achieving policy uptake.

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Understanding exclusion, sharing benefits and building in reflection in transdisciplinary collaborations

By Annisa Triyanti, Corinne Lamain, Jessica Duncan and Jillian Student

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1. Annisa Triyanti (biography)
2. Corinne Lamain (biography)
3. Jessica Duncan (biography)
4. Jillian Student (biography)

How are ways of knowing excluded in transdisciplinary collaborations? How can transdisciplinary collaborations provide fair compensation for all who dedicate time and effort to the collaboration? How can transdisciplinary processes be made more fair, inclusive and equitable by including reflective processes?

Transdisciplinary collaborations aim to bring together different forms of knowledge, for example academic knowledge with knowledge of practitioners, activists, community groups, etc. Important questions to unpack the politics of transdisciplinary collaborations include:

  • Who decides which societal challenges are addressed?
  • Who has the most access and power to mobilize actions and resources?
  • Who decides who will be involved?
  • Who receives benefits?

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The collaboration planning framework

Edited by Gabriele Bammer

What is the collaboration planning framework? What kinds of collaborations is it suitable for? What does it involve?

The collaboration planning framework, described by Hall and colleagues (2019), aims to help research teams identify, discuss and make decisions about ten key influences that the team science literature has shown to affect teamwork. The aim is to “lay the groundwork for success by supporting effective team functioning, identifying needed changes, and preventing or mitigating what are often predictable challenges” (p. 588). A written collaboration plan is used to capture the decisions made.

While the collaboration planning framework is most useful for large, complex teams, it can benefit any team.

The ten key elements of the framework are:
1. Rationale for team approach and team composition
2. Collaboration readiness

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Team development is an essential team science competency

By Gaetano R. Lotrecchiano, L. Michelle Bennett and Yianna Vovides

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1. Gaetano R. Lotrecchiano (biography)
2. L. Michelle Bennett (biography)
3. Yianna Vovides (biography)

How does a team develop purposefully from an assembly of individuals with a shared research interest to an integrated and interdependent team? What process can they put in place to explore and discover not just their own but each other’s motivations, needs, and values? What needs to be put in place to collaboratively establish a team culture, norms, and processes from which they can agree to operate?

Here we describe the Reflective-Reflexive Design Method that addresses intra- and inter-personal dynamics for team development. Two assumptions underpin it:

  1. reflection and reflexivity are necessary dynamics for teaming success, and
  2. interventions that build successful teams take advantage of both dynamics in context and as intersection points.

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Towards fair transdisciplinary collaborations that honour epistemic justice

By Annisa Triyanti, Barbara van Paassen, Corinne Lamain, Jessica Duncan, Jillian Student, Jonas Collen Ladeia Torrens and Nina de Roo

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1. Annisa Triyanti; 2. Barbara van Paassen; 3. Corinne Lamain; 4. Jessica Duncan; 5. Jillian Student; 6. Jonas Collen Ladeia Torrens; 7. Nina de Roo  (biographies)

What principles need to be upheld to fund and support fair, inclusive, and equitable transdisciplinary collaborations? What competences and attitudes are required for transdisciplinary collaborations to foster epistemic justice? And what do mushrooms have to do with this?!

It is widely acknowledged that to address complex societal problems and harness plural ways of knowing, a wider range of actors, perspectives and types of knowledge are needed than is traditionally the case in other forms of knowledge creation. Transdisciplinary collaborations are different from traditional forms of science in:

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Improving how we do research with indigenous and local communities

By Roxana Roos

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Roxana Roos (biography)

How can we best include the perspectives of indigenous and local people in global change research? What are the major challenges in doing research with and within local and indigenous communities? How can we best deal with such challenges?

More and more, global challenges like climate change are being felt locally, and indigenous peoples are often the most vulnerable. The inclusion of the perspectives of indigenous and local people when developing ways to respond to societal challenges is increasingly the norm in the scientific world. For response strategies to be effective, communities need to be involved in their development. This is true for a whole range of topics, from social justice to climate adaptation. But getting local communities involved in research by ‘outsiders’ can be a challenge for a multitude of reasons.

I propose eight important barriers to the participation of local and indigenous communities, along with potential solutions, based on the experiences of practicing researchers who have worked with such communities in the Philippines, Mexico, Russia (Siberia), Greenland, Norway (Svalbard), Canada, Germany, Greece, Colombia, Vietnam, Mongolia, Bangladesh, France, and New Zealand.

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