Practical Frameworks for Interdisciplinary Theory
In the research realm, some academic researchers view interdisciplinarity as eclectic since its theory does not root itself in one particular academic discipline. While the eclectic label is intended to insinuate that interdisciplinary research lacks evidence, the reality of interdisciplinarity is the opposite. Eclectic research results showcase methods and approaches from varying sources. This concept of interdisciplinarity holds when applied to the business realm, interdisciplinary leaders have multifaceted knowledge, enabling better problem-solving and results realization. The challenge in interdisciplinarity arises from one’s ability to capture the multiple perspectives, approaches, or methodologies that come along with the discipline, practitioners and leaders employ practical frameworks to capture the dynamics that occur within interdisciplinarity.
The curated artifacts in this Practical Framework for Interdisciplinary Theory section highlight three framework approaches that encompass contextualizing, conceptualizing, and problem-centering in a holistic multi-faceted way.
Artifact 1:
MAIS601: Making Sense of Theory in the Humanities and Social Sciences
This artifact was my first reflective essay in the MA-IS program in January 2022. Dusting it off for eportfolio inclusion helped me realize that I have become stronger in my writing and ability to convey impactful statements succinctly. If I were to have the same assignment now, I would have expanded more upon the importance of Hirsch’s (2012) Framework as it provides a foundational roadmap for navigating complex problems using interdisciplinary knowledge, essentially turning theory into practice. Hirsch’s framework provides space for showcasing how dynamic and complementary interdisciplinarity can be, and how every situation is multi-faceted because of human involvement. As Hirsch states, situational complexity lends itself to the need for multiple viewpoints, writing
“When problems are complex, solutions are imperfect. Actions taken in the face of complexity inevitably come to be associated with a hard-to-separate mixture of gains, losses, and ambiguities. These gains, losses, and ambiguities, furthermore, are understood and experienced from a variety of perspectives, none of which can justifiably claim to command a total view. Thus, not only are solutions to complex problems imperfect, there are no definitive criteria by which to interpret or evaluate the imperfection. As many have pointed out, dealing with complex problems calls for bringing together multiple disciplinary perspectives” (Hirsch, 2012, para 1).
This artifact outlines my experience as the only individual in a group of four with a positive view of Hirsch’s (2012) framework; the remaining group members found the framework overly complicated and time-consuming. While I agree that Hirsch’s methodology requires processing time to put into practice, as a business leader, having a tool that can help corral qualitative data is essential to being able to accurately problem-solve and ensure that an interdisciplinary lens is applied to potential solutions.
Hirsch, P. D. (2012, June 25). A framework for integrative thinking about complex problems. [Blog Post].
Artifact 2:
MAIS602 Doing Interdisciplinary Research
Capturing qualitative data and ensuring interdisciplinarity is present is made all the easier with practical application tools. This artifact was chosen as it discusses different tools researchers can use to solicit and collect qualitative data. The MAIS602 course was constructed to teach students about conducting interdisciplinary research, as such this artifact is the third paper in a series of writings that showed the evolution of a research question as unit learning occurred. In unit three of the course, which this artifact stems from, students learned of phenomenology, the study of direct experiences and consciousness. The gaining of this phenomenological knowledge was a turning point in my graduate studies as it built a connection to my leadership career. Phenomenological research principles can be applied to the business realm, as a leader, you must be able to observe and consider behavioural tells and situational contexts.
Outside of the connectors between my academic and leadership careers, I appreciated this artifact as it contained the evolution of an original research question. Reading through the sequential adjustments made, based on the knowledge gained, I drew similarities from question refinement to the continual growth of my leadership craft. As I gained knowledge on new practical tools or gleaned behavioural insights, I applied these new learnings to my leadership craft, adjusting how I carry myself or approach situations, and ultimately refining outcomes.
Artifact 3:
BEHV655: Self-Directed Behaviour
