Restructuring of the college of Engineering & Built Environment from 9 schools to 7 with one being the proposed school of multidisciplinary technologies
To establish the contributory factors in determining the framework for the setting up of a new School of Multidisciplinary studies for Built Environment and Engineering students in the College of Engineering & Built Environment.
1. Explore the many definitions 2. Provide a rationale for MD education 3. Identify the barriers and enablers 4. List the benefits that it will bring to students 5. Is an independent School of MD studies a correct approach to take ?
When more than two disciplines cooperate Multidisciplinary Interdisciplinary Transdisciplinary Multidisciplinary collaborative Interdisciplinary collaborative Integrative studies Bridging disciplines Interprofessional Transprofessional Convergence
When two disciplines cooperate Multidisciplinary Interdisciplinary Transdisciplinary Multidisciplinary collaborative Interdisciplinary collaborative Integrative studies Bridging disciplines Interprofessional Transprofessional Convergence
Transdisciplinary literally means beyond all but connected to all the disciplines by a unifying topic or issue. This approach is supported by curriculum frameworks that promote and support a greater depth of understanding as well as developing lifelong skills to be successful in a rapidly changing world. Multidisciplinary Interdisciplinary Transdisciplinary Multidisciplinary collaborative Interdisciplinary collaborative Integrative studies Bridging disciplines Interprofessional Transprofessional Convergence (courtesy of www.hent.org/)
It is much more than just putting people together, but more about the process of critical thinking around a problem rather than the discipline boundaries. This process should involve deeper understanding by all involved Multidisciplinary Interdisciplinary Transdisciplinary Multidisciplinary collaborative Interdisciplinary collaborative Integrative studies Bridging disciplines Interprofessional Transprofessional Convergence (courtesy of www.AIPPEN.net/)
Rationale Although competition can be healthy, there is now a realisation that collaboration rather than competition can achieve greater results. Individual disciplines can have a tunnel vision approach Need to think ‘outside the box’ thus triggering a better solution The complex problems of today require a number of different levels of expertise to enable the best solution to be found
Rationale continued Silo effect leads to a fragmented situation where it can keep participants from learning and being informed. Decisions made by a standalone discipline can have serious and profound knock on affects on other disciplines The growing need for ‘transversal skills’ thus enabling students to better adapt to a rapidly evolving global market.
Enablers A person to ‘champion’ the necessity and benefits of MD A ‘player manager’ with inclusiveness and trust ingrained A person with no disciplinary ‘axe to grind’- a bit of a hybrid who welcomes eclecticism All the skills of the team be known Appropriate levels of supervision, mentoring and debriefing Success will be greater if a shared common goal is identified and a shared vision of their future is agreed. Problem solving and resolution techniques developed Efficient monitoring system
Lack of suitable accommodation and resources. Accrediting professional bodies. Specific profession training. Requirement for attitudinal change particularly amongst traditional professional hierarchies. Language barriers, particularly in academia. Perception that core subjects are been sacrificed and a fear of reaching the lowest common denominator. A belief that just putting people together is enough for multidisciplinary education to occur
Benefits to students Increased problem solving ability Exposure to alternate visions and perspectives An understanding of other disciplines motives and language More ‘Industry ready’ with better prepared toolkit of skills Learning to become a team player Increased communication skills
Factors for consideration in encouraging MD teamworking Religious or cultural differences Different value systems Risk of curtailing creativity School or Department hierarchical positions ‘Recognised’ versus ‘Unrecognised’ disciplines Gender, Age and Nationality Conflict resolution management process Lack of trust Agreeing mutual goals Communications
The challenges Challenges within disciplines –’ownership’ Visual top management support Choice of projects is key Involvement of a facilitator Adequate resourcing including space, equipment, patience and time Identifying and agreeing the boundaries that each partner plays Training for projects to be considered Language and technical language to be understood by all
Conclusions Difficulty in defining Value of a collaborative approach Benefits Key word is collaboration Multidisciplinary teamworking Interconnectedness rather than separateness, collaboration rather than competition The transformation is more about the journey than the destination
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