Fostering Learning and Reciprocity in Interdisciplinary Research

Lorenzetti, Liza; Jacobsen, Michele; Lorenzetti, Diane; Nowell, Lorelli; Pethrick, Helen; Clancy, Tracey; Freeman, Georgina; Paolucci, Elizabeth Oddone

doi:10.1177/10464964221089836

Cited by 10 publications

(13 citation statements)

References 28 publications

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“…Although previous research on the translational approach within research teams is scarce, various studies have used qualitative approaches and systematic literature searches to identify factors that are crucial for effective interdisciplinary teamwork (Lorenzetti et al, 2022; Nancarrow et al, 2013; Salas et al, 2005; Tkachenko & Ardichvili, 2020). The factors identified in these studies are remarkably similar, and relate to the hub types identified here in various ways.…”

Section: Discussionmentioning

confidence: 99%

“…The factors identified in these studies are remarkably similar, and relate to the hub types identified here in various ways. First, effective teams need a supportive, encouraging and facilitating leader who listens to team members and establishes a clear vision for the team (Lorenzetti et al, 2022; Salas et al, 2005; Tkachenko & Ardichvili, 2020). Thus, chairs aiming to implement a translational approach should possess these qualities.…”

Section: Discussionmentioning

confidence: 99%

“…Further, a psychologically safe environment should be fostered in which there is mutual trust and solidarity, openness and appreciation of contributions, and shared values and goals that facilitate a team-oriented mindset (Lorenzetti et al, 2022; Salas et al, 2005; Tkachenko & Ardichvili, 2020). Whereas the chair is mostly responsible for aligning values amongst team members, hub types other than the chair can significantly contribute to a safe environment, for example by asking open questions and accepting answers without judgment (clarifier), and by reassuring the speaker and offering support (practical Joe).…”

Section: Discussionmentioning

confidence: 99%

“…This is in line with our observations that clarifying and expert actions served to explain topics that were new or unclear for a subset of the team members. Further, effective teams need a supportive, encouraging and facilitating leader who listens to team members and establishes a clear vision for the team (Lorenzetti et al, 2022; Salas et al, 2005; Tkachenko & Ardichvili, 2020).…”

Section: Discussionmentioning

confidence: 99%

“…As modern scientific problems are becoming increasingly complex, researchers rely more than ever on interdisciplinary teamwork to solve them. Interdisciplinarity is defined as “a cooperative team effort motivated by the need to address complex problems that cut across traditional disciplines, and the capacity of new technologies to both transform existing disciplines and to generate new ones” (CohenMiller & Pate, 2019; Lorenzetti et al, 2022). The primary aim of this approach is to integrate knowledge from different scientific disciplines, and thereby achieve a solution to complex problems that cannot be tackled by one research discipline alone.…”

Section: Introductionmentioning

confidence: 99%

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Interactional roles in research meetings: a combined conversation analytic and quantitative network approach

Bet¹,

Antvelink

Burgt³

et al. 2022

Preprint

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Background: Translation is an indispensable prerequisite for effective functioning in interdisciplinary research teams. However, the translational approach remains largely a black box, with very limited available knowledge on how such an approach can be fostered in practice. By uncovering the foundations of translation in communication, research groups can more readily take action to adapt to the increasingly interdisciplinary research climate. Methods: We recorded and transcribed meetings of the Department of Anatomy and Neuroscience at VU Medical Centre in Amsterdam. We applied both conversation analysis and network theory to identify specific roles in the team, and how these roles relate to each members position within the group, respectively. We constructed a systematic conversation-analytic approach to identify such roles from recorded meetings. We analyzed correlations between these roles, network measures and meeting evaluations. Results: From 11 meetings (~15 hours of recordings), we identified six coherent role patterns that impacted the translational capacity of the meeting. These roles were related to both global characteristics of each meeting, as well as to the individual position of each member in the group. The role that a specific member took on was not correlated with that members rating of the meeting, apart from the members understanding of the topics discussed. Discussion: Combining qualitative and quantitative approaches, we show which types of behaviors, coherently packed in roles, are of relevance to a groups translational capacity. We also show that which role one takes on within a meeting impacts their position within that meeting. We discuss important implications for interdisciplinary research groups aiming to foster a translational approach.

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