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Preparing interdisciplinary leadership for a sustainable future.
Sustainability Science ( IF 5.1 ) Pub Date : 2020-05-31 , DOI: 10.1007/s11625-020-00823-9
Christopher G Boone 1 , Steward T A Pickett 2 , Gabriele Bammer 3 , Kamal Bawa 4, 5 , Jennifer A Dunne 6 , Iain J Gordon 7 , David Hart 8 , Jessica Hellmann 9 , Alison Miller 10 , Mark New 11 , Jean P Ometto 12 , Ken Taylor 13 , Gabriele Wendorf 14 , Arun Agrawal 15 , Paul Bertsch 16 , Colin Campbell 17 , Paul Dodd 18 , Anthony Janetos 19 , Hein Mallee 20
Affiliation  

Urgent sustainability challenges require effective leadership for inter- and trans-disciplinary (ITD) institutions. Based on the diverse experiences of 20 ITD institutional leaders and specific case studies, this article distills key lessons learned from multiple pathways to building successful programs. The lessons reflect both the successes and failures our group has experienced, to suggest how to cultivate appropriate and effective leadership, and generate the resources necessary for leading ITD programs. We present two contrasting pathways toward ITD organizations: one is to establish a new organization and the other is to merge existing organizations. We illustrate how both benefit from a real-world focus, with multiple examples of trajectories of ITD organizations. Our diverse international experiences demonstrate ways to cultivate appropriate leadership qualities and skills, especially the ability to create and foster vision beyond the status quo; collaborative leadership and partnerships; shared culture; communications to multiple audiences; appropriate monitoring and evaluation; and perseverance. We identified five kinds of resources for success: (1) intellectual resources; (2) institutional policies; (3) financial resources; (4) physical infrastructure; and (5) governing boards. We provide illustrations based on our extensive experience in supporting success and learning from failure, and provide a framework that articulates the major facets of leadership in inter- and trans-disciplinary organizations: learning, supporting, sharing, and training.



中文翻译:

为可持续的未来准备跨学科领导。

紧迫的可持续性挑战需要跨学科和跨学科 (ITD) 机构的有效领导。基于 20 位 ITD 机构领导者的不同经验和具体案例研究,本文提炼了从多种途径中获得的关键经验教训,以建立成功的项目。这些经验教训反映了我们小组所经历的成功和失败,以建议如何培养适当和有效的领导力,并为领导 ITD 项目提供必要的资源。我们向 ITD 组织提出了两种截然不同的途径:一种是建立一个新的组织,另一种是合并现有的组织。我们通过 ITD 组织发展轨迹的多个示例来说明两者如何从关注现实世界中受益。我们多样化的国际经验展示了培养适当的领导素质和技能的方法,特别是创造和培养超越现状的愿景的能力;协作领导和伙伴关系;共享文化;与多个受众的沟通;适当的监测和评估;和毅力。我们确定了五种成功的资源:(1)智力资源;(二)制度政策;(3) 财政资源;(4) 有形基础设施;(5) 理事会。我们根据我们在支持成功和从失败中学习的丰富经验提供插图,并提供一个框架,阐明跨学科和跨学科组织中领导力的主要方面:学习、支持、分享和培训。尤其是创造和培养超越现状的愿景的能力;协作领导和伙伴关系;共享文化;与多个受众的沟通;适当的监测和评估;和毅力。我们确定了五种成功的资源:(1)智力资源;(二)制度政策;(3) 财政资源;(4) 有形基础设施;(5) 理事会。我们根据我们在支持成功和从失败中学习的丰富经验提供插图,并提供一个框架,阐明跨学科和跨学科组织中领导力的主要方面:学习、支持、分享和培训。尤其是创造和培养超越现状的愿景的能力;协作领导和伙伴关系;共享文化;与多个受众的沟通;适当的监测和评估;和毅力。我们确定了五种成功的资源:(1)智力资源;(二)制度政策;(3) 财政资源;(4) 有形基础设施;(5) 理事会。我们根据我们在支持成功和从失败中学习的丰富经验提供插图,并提供一个框架,阐明跨学科和跨学科组织中领导力的主要方面:学习、支持、分享和培训。适当的监测和评估;和毅力。我们确定了五种成功的资源:(1)智力资源;(二)制度政策;(3) 财政资源;(4) 有形基础设施;(5) 理事会。我们根据我们在支持成功和从失败中学习的丰富经验提供插图,并提供一个框架,阐明跨学科和跨学科组织中领导力的主要方面:学习、支持、分享和培训。适当的监测和评估;和毅力。我们确定了五种成功的资源:(1)智力资源;(二)制度政策;(3) 财政资源;(4) 有形基础设施;(5) 理事会。我们根据我们在支持成功和从失败中学习的丰富经验提供插图,并提供一个框架,阐明跨学科和跨学科组织中领导力的主要方面:学习、支持、分享和培训。

更新日期:2020-05-31
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