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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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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Decentering academia through critical unlearning in transdisciplinary knowledge production / Descentralizando la academia a través del des- aprendizaje crítico en la producción de conocimiento transdiciplinario

By Gabriela Alonso-Yanez, Lily House-Peters and Martin Garcia Cartagena

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Gabriela Alonso-Yanez (biography)

A Spanish version of this post is available

How can academic researchers working in transdisciplinary teams establish genuine collaborations with people who do not work in academia? How can they overcome the limitations of their discipline-based training, especially assigning value and hierarchy to specialized forms of knowledge production that privileges certain methodologies and epistemologies over others?

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Lily House-Peters (biography)

We argue that to truly engage in collaborative work, academics need to participate in deliberate processes of critical unlearning that enable the decentering of academia in the processes and politics of transdisciplinary knowledge production and knowledge translation. What we mean by this is that academics have to be willing to acknowledge, reflect upon, and intentionally discard conventional avenues of designing and conducting research activities in order to be authentically open to other ways of exploring questions about the world in collaboration with diverse groups of social actors.

Read moreDecentering academia through critical unlearning in transdisciplinary knowledge production / Descentralizando la academia a través del des- aprendizaje crítico en la producción de conocimiento transdiciplinario

How to support research consortia

By Bruce Currie-Alder and Georgina Cundill Kemp

Bruce Currie-Alder (biography)

A research consortium is a model of collaboration that brings together multiple institutions that are otherwise independent from one another to address a common set of questions using a defined structure and governance model. Increasingly consortia are also being joined in cross-consortia networks. How can connections be made across the institutions in individual consortia, as well as in cross-consortia networks, to ensure that such collaborations are more than the sum of their parts?

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Funding transformative research: 10 key stages

By Flurina Schneider

Flurina Schneider (biography)

How can funding programmes maximize the potential of transformative research that seeks to make a real difference? How can funders support a more hands-on approach to societal challenges such as ecological crises? A group of Swiss transdisciplinary researchers and funding-agency staff identified 10 overlapping stages and their key ingredients. The stages are also described in the figure below.

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Grant proposal writing for teams: Avoiding Frankenstein’s monster

By Lauren Gee

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Lauren Gee (biography)

Writing a grant proposal as a team has many pluses—a plenitude of viewpoints, a wider wealth of knowledge to pull from, and a larger pool of resources to help edit and finalize the proposal. Too often, however, a team-written proposal turns out as “Frankenstein’s monster”: a mess of disparate parts, thrown onto the page. Agreement is missing throughout, with no consistency in terms of vocabulary, style, or even tense. So how can a team work together, from day one, to write a successful, cohesive proposal—how do we avoid Frankenstein’s monster?

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Developing a ‘capabilities approach’ for measuring social impact

By Daniel J. Hicks

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Daniel J. Hicks (biography)

Why do familiar metrics of impact often seem “thin” or to miss the point of research designed to address real-world problems? Is there a better way to measure the social impact of research?

In a recent paper (Hicks et al., 2018), my coauthors and I identified a key limitation with current metrics and started to look at how concepts from philosophy — specifically, ethics — can help us explain the goals of our research, and potentially lead to better metrics.

What’s the problem?

To understand the limitations of current metrics for measuring the social impact of research, it is useful to understand two distinctions, between resources and goals and between inward-facing and outward-facing goals for research.

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Maximizing use of research evidence – how can funders help?

By Bev Holmes

Bev Holmes (biography)

What is the role of funders in maximizing the use of research evidence?

The Michael Smith Foundation for Health Research is actively considering this question. An important influence on the Foundation’s thinking is the 2014 Lancet special issue Research: Increasing Value, Reducing Waste, which explores roles for funders, regulators, journals, academic institutions and researchers. Funders have a part to play in each of the five recommendations made in the special issue and these are reviewed first. Also examined is an additional area where funders have a role, namely creating the conditions for effective knowledge translation.

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Introducing interdisciplinary postgraduate degrees? Seven meta-considerations

By Dena Fam, Scott Kelly, Tania Leimbach, Lesley Hitchens and Michelle Callen

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Dena Fam (biography)

What is required to plan, introduce and standardize interdisciplinary learning in higher education?

In a two-year process at the University of Technology Sydney we identified seven meta-considerations (Fam et al., 2018). These are based on a literature review of best practice of interdisciplinary programs internationally, as well as widespread consultation and engagement across the university. Each meta-consideration is illustrated by a word cloud and a key quotation from our consultations.

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Institutionalising interdisciplinarity: Lessons from Latin America / Institucionalizar la interdisciplina: Lecciones desde América Latina

By Bianca Vienni Baptista, Federico Vasen and Juan Carlos Villa Soto

A Spanish version of this post is available

What lessons and challenges about institutionalising interdisciplinarity can be systematized from experiences in Latin American universities?

We analyzed three organizational structures in three different countries to find common challenges and lessons learned that transcend national contexts and the particularities of individual universities. The three case studies are located in:

  • Universidad de Buenos Aires in Argentina. The Argentinian center (1986 – 2003) was created in a top-down manner without participation of the academic community, and its relative novelty in organizational terms was also a cause of its instability and later closure.
  • Universidad de la República in Uruguay. The Uruguayan case, started in 2008, shows an innovative experience in organizational terms based on a highly interactive and participatory process.
  • Universidad Nacional Autónoma de México. The Mexican initiative, which began in 1986, shows a center with a network structure in organizational terms where the focus was redefined over time.

All three centers showed an evolutionary path in which they simultaneously tried to adapt to the characteristics of the production of interdisciplinary knowledge and to the culture of the host institutions. Flexibility in this evolution seems to be a necessary condition for survival.

We found the following common lessons:

  • There is a bias in disciplinary-based academic assessment criteria, which does not consider the specific characteristics of interdisciplinary research and still punishes researchers who engage in collaborative research with partners outside academia. Specific criteria and assessment committees designed by interdisciplinary researchers are needed.
  • Interdisciplinary research requires long periods of preparation, mainly due to the collaborative dynamics, which also makes it necessary to revise assessment criteria.
  • Assessment committees should be made up of academic professionals specialized in interdisciplinary topics rather than a group of individuals representing different disciplines.
  • There is a need to explore new funding sources, especially external funds. So far, the main source of funding is still each national state.
  • There is also an urgency to promote academic publication to enhance the dissemination of interdisciplinary research and studies.
Bianca Vienni Baptista (biography)

Federico Vasen (biography)

Juan Carlos Villa Soto (biography)

Read moreInstitutionalising interdisciplinarity: Lessons from Latin America / Institucionalizar la interdisciplina: Lecciones desde América Latina

Six actions to mobilise knowledge in complex systems

By Bev J. Holmes and Allan Best

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Bev J. Holmes (biography)

What are the practical implications of mobilising knowledge in complex systems? How can the rules, regulations, incentives and long-entrenched power structures of a system be changed so that knowledge mobilisation is maximized?

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Allan Best (biography)

We propose six interdependent actions, briefly described below, undertaken at two levels, by those who: (1) are managing specific knowledge mobilization initiatives (initiative managers), and (2) are in a position to make the environment more receptive to change (key influencers). These people may not necessarily be involved in specific initiatives.

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Material resources for transdisciplinary research

By Chris Riedy

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Chris Riedy (biography)

What materials are needed to support the conduct of transdisciplinary research?

Transdisciplinary research is a bundle of interwoven social practices taking different forms in different contexts. As highlighted in one prominent version of social practice theory (Shove et al., 2012: 14), social practice has three elements:

  • Materials – ‘including things, technologies, tangible physical entities, and the stuff of which objects are made’
  • Competences – ‘which encompasses skill, know-how and technique’
  • Meanings – ‘in which we include symbolic meanings, ideas and aspirations’.

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