Managing Multidisciplinarity: Lessons from SUBR: IM

Abstract

The complex nature of societal problems has fuelled arguments that such issues can only be addressed by holistic responses which are informed by high-quality policy, practice and techno-scientific research. As a result, research councils are encouraging the development of interdisciplinary research consortia through which the strengths of various scientific and social scientific disciplines can be harnessed to produce coherent, well-informed and cross-disciplinary outputs. Yet the task of managing such projects is problematic. The paper draws on the authors’ experiences of managing one such consortium, SUBR:IM (Sustainable Brownfield Regeneration: Integrated Management). We reflect upon the processes and politics of building a broadly-based consortium and argue that, while the benefits of such endeavours can be significant, research councils need to give greater recognition to the barriers that exist to achieving genuine collaboration, such as disciplinary incommensurabilities, centrally imposed constraints and internal resistance. The paper explores these barriers before identifying possible ways forward, including better processes of consortia building, more effective internal structures, focusing on a single case study and recruiting the right mix of academics.