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Collaborative leadership in team science: dynamics of sense making, decision making, and action taking

To help cross-disciplinary science teams navigate through internal and external complexities, this perspective article explores the application of three conceptual frameworks: Theory U, Divergence-Convergence Diamond, and Strategic Doing. These frameworks enable science teams to avoid common pitfall...

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Detalles Bibliográficos
Autor principal: Jiang, Gemma
Formato: Online Artículo Texto
Lenguaje:English
Publicado: Frontiers Media S.A. 2023
Materias:
Acceso en línea:https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10320853/
https://www.ncbi.nlm.nih.gov/pubmed/37416501
http://dx.doi.org/10.3389/frma.2023.1211407
Descripción
Sumario:To help cross-disciplinary science teams navigate through internal and external complexities, this perspective article explores the application of three conceptual frameworks: Theory U, Divergence-Convergence Diamond, and Strategic Doing. These frameworks enable science teams to avoid common pitfalls by operationalizing collaborative leadership as iterative cycles of distributed sense making, decision making and action taking. Implications for team science practices include facilitating the process, prototyping the future and applying dynamic roles and responsibilities.