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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
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author Jiang, Gemma
author_facet Jiang, Gemma
author_sort Jiang, Gemma
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description 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.
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spelling pubmed-103208532023-07-06 Collaborative leadership in team science: dynamics of sense making, decision making, and action taking Jiang, Gemma Front Res Metr Anal Research Metrics and Analytics 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. Frontiers Media S.A. 2023-06-21 /pmc/articles/PMC10320853/ /pubmed/37416501 http://dx.doi.org/10.3389/frma.2023.1211407 Text en Copyright © 2023 Jiang. https://creativecommons.org/licenses/by/4.0/This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.
spellingShingle Research Metrics and Analytics
Jiang, Gemma
Collaborative leadership in team science: dynamics of sense making, decision making, and action taking
title Collaborative leadership in team science: dynamics of sense making, decision making, and action taking
title_full Collaborative leadership in team science: dynamics of sense making, decision making, and action taking
title_fullStr Collaborative leadership in team science: dynamics of sense making, decision making, and action taking
title_full_unstemmed Collaborative leadership in team science: dynamics of sense making, decision making, and action taking
title_short Collaborative leadership in team science: dynamics of sense making, decision making, and action taking
title_sort collaborative leadership in team science: dynamics of sense making, decision making, and action taking
topic Research Metrics and Analytics
url 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
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