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Enabling Interdisciplinarity Interdisciplinarity Project Kings Learning Institute Kings College, London.

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Presentation on theme: "Enabling Interdisciplinarity Interdisciplinarity Project Kings Learning Institute Kings College, London."— Presentation transcript:

1 Enabling Interdisciplinarity Interdisciplinarity Project Kings Learning Institute Kings College, London

2 The session Clarify what might be meant by interdisciplinarity Identify the key issues in interdisciplinary practice Audit own organisations structures and processes Evaluate their effectiveness Explore costs and benefits of possible alternatives Formulate an action plan Consider issues in the process of change

3 Background As both teaching and research are increasingly interdisciplinary, how do universities successfully lead and manage this complex process? Effective collaborative relationships hard to establish Structural problems to surmount Socio-cultural and epistemological differences

4 Forms and practices of disciplinarity basic characteristics shared theories or ideologies common techniques socio-cultural characteristics (Becher, 1990)

5 A discipline any comparatively self-contained and isolated domain of human experience which possesses its own community of experts (Nissani, 1997) Knowledge, methodology, community

6 Interdisciplinarity a means of solving problems and answering questions that cannot be satisfactorily addressed using single methods or approaches (Klein, 1990) Requires integration

7 Issues in interdisciplinary work recruitment motivation communication reward systems management

8 Discussion How interdisciplinary is your department? What sort of change would you like to see?

9 SWOT analysis Strengths Weaknesses Opportunities Threats

10 Input Interdisciplinary issues at system, institutional, departmental levels Some examples of successful interdisciplinary initiatives / provision

11 System level - funding Difficulties writing interdisciplinary grants Fitting interdisciplinary work into national assessment schemes (RAE in UK) Challenges of aligning interdisciplinary work with national funding councils

12 Institution level - recognition Issues with traditional discipline-based reward systems: mode of publication: e.g. government report rather than journal article or book location of publication: generalist rather than specialist journal time frame: interdisciplinary work takes time to develop publication in peer-reviewed journals using unfamiliar literatures A risky business best left till later?

13 Faculty, school, department level Tribal academic disciplines Administrative issues: finance course registration time-tabling computer systems It is quite difficult to teach interdisciplinary courses … with different timetables, for instance, or different habits, different expectations, different cultures, perhaps of contact, or different entry level requirements.

14 Challenges Interdisciplinary work challenged by practices lack of culture of going outside ones own department current academic fads and trends budget crunches Administration often organised on disciplinary and departmental lines financial and prestige awards course scheduling computer systems

15 Promoting interdisciplinary work Promotion and tenure criteria important for early career academics Linking academics with similar interests Internal research databases Find an Expert Ability to go sideways in the university and maintain status is crucial for all academics

16 Exercise Small Group then Whole Group Identify a change that you would like to see. Decide what success would look like. Report back

17 Force field analysis Identify a desired change Undertake a force field analysis How might the change be accomplished?

18 Force FORScore ASPECTASPECT Force AGAINST Score Increase ?Reduce ?

19 Stakeholder Analysis ImpactImpact Commitment High Low High Ally Friend Essential to convince Consult

20 Stakeholders Who are the stakeholders? What do they want? How can this be accommodated / dealt with?

21 Management Style Tight Policy Definition Loose Policy Definition Tight Control Loose Control BureaucracyCorporation Collegium Enterprise

22 Management style What is the prevailing management style? What are the implications for approaches to change?

23 Future questions Questions for university staff, including administrators, academics and those in leadership positions include: How can researchers recode, reclassify and reorganise departments, divisions and centres to promote interdisciplinary working within existing university structures? Are there new methods of accounting for and allocating faculty time, including research points, teaching loads, and university service commitments? What can be done on campus and electronically to connect researchers across the university? How can faculty members be keyed into databases to reflect their positions, including multiple appointments in departments, research centres, schools and faculties? How can interdisciplinary teaching be promoted throughout the university, including faculty reimbursement, time-tabling, cross-listing courses, and requirements from students?

24 Planning Where do we want to be? What will success look like? What needs to change? What are the development issues? Planned outputs Actions Timeline Responsibilities

25 Bibliography

26 Contact Us Website address? King's Learning Institute Room 6.16 James Clerk Maxwell Building 57 Waterloo Road London, SE1 8WA Tel: Fax:

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