Considerations for Institutional Evaluation and Strategy

Lyall, Catherine; Bruce, Ann; Tait, Joyce, Meagher, Laura. Interdisciplinary Research Journeys, Huntingdon, GBR: Bloomsbury Publishing PLC, 2011 [http://www.bloomsburyacademic.com/view/Interdisciplinary-Research-Journeys/book-ba-9781849661782.xml ], p. 158 provides a list of “Considerations for institutional evaluation and strategy”:

· Current level and types of interdisciplinary activity at the university. Quality of the research itself as judged by appropriate criteria [see Assessing Interdisciplinary Research].

· Real and perceived barriers to interdisciplinarity. References to interdisciplinarity in promotion procedures, decision-making.

· Track record of rewarding (or not) interdisciplinary academics. Availability of charismatic, committed individuals who could develop plans for and lead interdisciplinary ventures.

· Goals of the university in relation to interdisciplinarity (e.g. desire to solve a particular complex societal problem, desire for leadership in emerging areas).

· Depending on the aims of interdisciplinary initiatives, applying the appropriate evaluation criteria in each case: for academically oriented interdisciplinarity this might mean providing insights that lead to the evolution and progress of discipline-based knowledge and understanding; whereas for problem-focused interdisciplinarity, it would mean contributing to understanding and resolution of practical problems and effective knowledge exchange

A proactive approach to creating an interdisciplinary culture is then recommended:

· Afford opportunities for researchers from multiple departments to come together and explore an emerging area, societal problem or novel theme (perhaps, for example, through externally facilitated retreats or workshops).

· Make even small seed money grants available, to support the intangible but critical stage of early dialogue and distillation of common research goals for an interdisciplinary venture.

· Offer support to staff (e.g. from research or knowledge exchange offices, administrative support); when possible also dedicating time of a professional to play a liaison role.

· Ease the path toward institutional status for an interdisciplinary venture (e.g. as a formal Centre) and troubleshoot concerns of involved department chairs (for example, sharing of incoming funds and kudos). Take a constructive approach if more than one institution is involved.

· Show flexibility as to space requirements (e.g. for creative spaces or shared postgraduate/postdoctoral space mixing disciplines).

· Support key tactical staff appointments to complete a required interdisciplinary spectrum or add boundary-spanners.