{"id":27909,"date":"2024-09-30T11:38:14","date_gmt":"2024-09-30T11:38:14","guid":{"rendered":"https:\/\/leadersinsport.com\/performance-institute\/?post_type=article&p=27909"},"modified":"2026-01-13T10:06:27","modified_gmt":"2026-01-13T10:06:27","slug":"teams-can-go-from-good-to-great-with-interdisciplinarity-heres-how-you-can-master-the-secrets-of-success","status":"publish","type":"article","link":"https:\/\/leadersinsport.com\/performance-institute\/articles\/teams-can-go-from-good-to-great-with-interdisciplinarity-heres-how-you-can-master-the-secrets-of-success\/","title":{"rendered":"Teams Can Go from Good to Great with Interdisciplinarity… Here’s How you Can Master the Secrets of Success"},"content":{"rendered":"\n\n
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\n 30 Sep 2024 <\/p>\n \t\t\t\t\t\t\n\t\t\t\t\t\t\t<\/span>Articles<\/a>\n\n\t\t\t\t\t\t

Teams Can Go from Good to Great with Interdisciplinarity… Here’s How you Can Master the Secrets of Success<\/h1>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\n \n\t\t\t<\/div>\n\t\t<\/div>\n\n\t<\/div>\n<\/div>\n
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<\/div>\n Leadership & Culture<\/a> <\/div>\n
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https:\/\/leadersinsport.com\/performance-institute\/articles\/teams-can-go-from-good-to-great-with-interdisciplinarity-heres-how-you-can-master-the-secrets-of-success\/<\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n\n\n
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In the second part of this miniseries, David Clancy and Michael Davison explain why there\u2019s more to interdisciplinarity than merely assembling experts. In fact, it requires an environment that lets diverse knowledge flow, interact and coalesce into something far greater than the sum of its parts.<\/p>\n \n \n \n

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By David Clancy & Michael Davison<\/h6>\n
“None of us is as smart as all of us<\/em>.”<\/h6>\n
Ken Blanchard, business consultant<\/h6>\n

A story of interdisciplinarity <\/strong><\/p>\n

Let\u2019s start with Jack Draper.<\/p>\n

Imagine Draper, who is the currently the No 1 British men\u2019s tennis player (currently ranked 20th on the ATP Tour) seeking that extra edge to stay at the top. His success isn’t just the result of raw talent or relentless training. Behind the scenes, he has a backroom team seemingly working in support of him \u2013 a nutritionist optimising food intake and hydration, a sports psychologist fine-tuning performance under pressure, a physiotherapist managing recovery, and a strength coach \u2013 pushing physical limits. Each expert has mastery, but what sets this team apart is how they interact and click.<\/p>\n

To reach this point, Draper\u2019s coach, James Trotman, didn\u2019t just talk tennis strategy. He collaborated with Draper’s physiotherapist to adapt his game around his body\u2019s capabilities. The psychologist worked closely with the strength coach to ensure mental resilience matched Draper’s physical preparation. Let\u2019s not forget that the player himself was at the centre of this interdisciplinary team, which like most sports is player-focused. Each discipline flowed into the other, creating a holistic approach that made Draper not just a better tennis player, but a stronger, more balanced athlete.<\/p>\n

The secret to his rising dominance wasn\u2019t just in individual expertise, it was in the \u2018interdisciplinary\u2019 synergy that allowed his team to anticipate challenges, innovate, and help him evolve in a way no single expert could have achieved alone. This \u2018collective intelligence\u2019, and high-level teamwork, propelled him to achieve even greater heights, proving that in today\u2019s complex world, true success is a team effort built on the integration of diverse applied knowledge and experience.<\/p>\n

So, what is interdisciplinarity and how is it different?<\/strong><\/p>\n

Interdisciplinarity is the fusion of knowledge from multiple fields to tackle complex problems that no single discipline can solve on its own. This differs to a multidisciplinary or transdisciplinary model; the former is when experts from different disciplines work in parallel on a common problem, but each remains within their own disciplinary boundaries. The latter relates to the integration of academic disciplines by involving stakeholders outside of traditional academia (e.g., community members, policymakers) to co-create new knowledge and solutions.<\/p>\n

All approaches seek to leverage multiple perspectives and areas of expertise to solve complex problems, but they differ in how deeply the knowledge is integrated and in the level of collaboration. Multidisciplinary maintains strict disciplinary boundaries, interdisciplinary integrates them, while transdisciplinary dissolves these boundaries completely. Multidisciplinary focuses on parallel efforts, interdisciplinary on integrated collaboration among academic disciplines, and transdisciplinary on forming external stakeholder engagement. Multidisciplinary brings together separate expertise, interdisciplinary synthesises it, and transdisciplinary creates frameworks that include non-academic insights, in a nutshell.<\/p>\n

Back to interdisciplinarity <\/strong><\/p>\n

In a world where challenges are increasingly multifaceted – spanning biology, psychology, sociology, technology and beyond – interdisciplinary approaches are critical to innovation, creativity and progress. Research shows that teams combining diverse expertise produce more inspired and robust solutions, with improved and more accurate group thinking (Rock & Grant, 2016), leveraging what\u2019s known as collective intelligence. This approach fosters interactional expertise, where individuals, though not specialists in all fields, become adept at understanding and integrating knowledge across domains, enhancing the team\u2019s ability to solve problems from multiple perspectives. This is cross-functional working at its best.<\/p>\n

Studies in cognitive science and organisational behaviour confirm that interdisciplinary teams outperform homogeneous ones in problem-solving, originality, and adaptability. By blending insights from different scientific traditions, interdisciplinarity accelerates breakthroughs that shape our future in high performance sport.<\/p>\n

The Expert Compass<\/strong><\/p>\n

Visualise a group of elite performers \u2013 whether it’s a special operations military unit or an executive leadership team at a multinational \u2013 coming together to tackle a complex challenge.<\/p>\n

What sets these teams apart from the rest? It\u2019s not just that they each possess individual expertise, it’s that they know how to navigate their combined expertise with precision and ownership. Enter the Expert Compass, a mental map that allows high-performing teams to leverage the unique knowledge of each member while orienting toward a shared, clearly aligned goal.<\/p>\n

In an interdisciplinary team, the compass acts as a guide, ensuring that no single expertise is overvalued or sidelined. Instead, the team becomes adept at knowing not just what expertise is needed, but when and how to use it effectively. They know who to turn to for specific knowledge, and more importantly, they understand how to integrate that knowledge seamlessly into the problem-solving or decision-making process.<\/p>\n

This is where the power of interdisciplinarity reveals itself. Instead of working in silos, where experts are isolated in their own domains, the team leverages their diverse knowledge bases to create solutions that are more progressive, rigorous, and resilient. It\u2019s a fluid process, navigating complex terrain with the agility of a compass, constantly adjusting and recalibrating based on the input from different fields.<\/p>\n

Interactional expertise<\/strong><\/p>\n

But it’s not enough to just assemble a group of experts and hope they collaborate. The secret sauce of interdisciplinary success is interactional expertise: the ability of team members to understand and communicate across disciplines, even if they aren’t trained specialists in those areas.<\/p>\n

This form of expertise allows a neuroscientist to engage meaningfully with a software engineer, or a physiotherapist to collaborate with a performance analyst, even if they don\u2019t have deep technical knowledge in each other\u2019s fields. They\u2019ve developed enough fluency in the language, messaging and logic of the other disciplines to ask the right questions, contribute valuable insights, and understand the broader implications of their colleagues\u2019 expertise.<\/p>\n

Interactional expertise is what prevents interdisciplinary teams from becoming chaotic, disjointed or fragmented. It creates the connective fascia that holds different domains together, that interwoven fabric of performance, and allows them to produce something greater than the sum of their parts.<\/p>\n

Collective intelligence<\/strong><\/p>\n

When interactional expertise is present, a team taps into a powerful phenomenon \u2013 this is known as collective intelligence. This is the magic of interdisciplinarity done well. When the team becomes smarter than any individual could be on their own. They think, adapt, and solve problems with a kind of emergent intelligence that draws from the diverse perspectives and knowledge sets within the group.<\/p>\n

Collective intelligence doesn’t happen automatically. It\u2019s the product of deliberate design, creating environments where knowledge flows freely, trust and psychological safety is high (Reynolds & Lewis, 2017), and each expert is empowered to contribute. It thrives on a sharing environment and culture, but also articulated shared goals. It relies on individuals having the humility to know the limits of their own expertise, and the curiosity to learn from others by sharing and challenging one another with questions like \u2018Why are we doing this?<\/em>\u2019 and \u2018Is there a better way?<\/em>\u2019.<\/p>\n

The secret to success (and why others fail)<\/strong><\/p>\n

So why do some teams excel at interdisciplinarity while other teams flounder? The secret lies in the ability to manage both ego and ego-less collaboration. High-performing interdisciplinary teams have members who are confident in their own expertise but are humble enough to acknowledge when they need input from others\u2026that they do not have all the answers. They\u2019ve mastered the balance of asserting their knowledge without overstepping their lane.<\/p>\n

On the other hand, teams that fail at interdisciplinarity often do so because of misaligned priorities or a failure to establish clear lines of open communication. Experts can become territorial, clinging to their domain and shutting out contributions from others. Or, in the absence of interactional expertise, conversations become broken, with different disciplines speaking past each other instead of to each other.<\/p>\n

The best teams recognise that interdisciplinarity isn’t just about bringing together experts. It\u2019s about building bridges between those experts and creating a culture where learning from one another is just as important as showcasing your own knowledge.<\/p>\n

Acquiring interactional expertise<\/strong><\/p>\n

Developing interactional expertise requires intentional effort and a willingness to engage.<\/p>\n

Here are a few keys to acquiring it:<\/p>\n

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  1. Curiosity over mastery:<\/strong> You don\u2019t need to become an expert in every discipline, but you do need to cultivate a deep curiosity about other fields. Ask questions that help you understand the thought processes, principles, and constraints that guide your colleagues\u2019 work.<\/li>\n
  2. Cognitive empathy:<\/strong> Try to see problems from the perspective of other disciplines. This requires cognitive empathy\u2026the ability to imagine how a colleague might approach a situation based on their own expertise and experience.<\/li>\n
  3. Structured learning:<\/strong> Make it a priority to attend cross-functional training sessions, workshops, or informal discussions that expose you to the vocabulary and frameworks of other fields. Teams that succeed often set aside time for interdisciplinary learning, so that each member can expand their interactional knowledge.<\/li>\n
  4. Reflective practice:<\/strong> After interdisciplinary collaborations, take time to reflect on what you\u2019ve learned about the other disciplines involved. What assumptions did you have going in? What surprised you? What connections did you see between fields that you hadn\u2019t noticed before?<\/li>\n<\/ol>\n

    The role of leadership and processes<\/strong><\/p>\n

    The leverage in interdisciplinary teams lies in both the individual leader and the processes they put in place. Leaders play a critical role in setting the tone for collaboration, fostering psychological safety, and modelling interactional expertise. Great leaders make a point of being learners themselves. They actively engage with other disciplines and encourage their team members to do the same.<\/p>\n

    But leadership isn\u2019t enough on its own. There must be systems and incentives in place to support interdisciplinarity. This includes structured opportunities for cross-functional work, regular knowledge-sharing sessions, and mechanisms to ensure that all voices are heard. High-performing teams often use formal frameworks like design thinking, agile methodology, or interdisciplinary reviews to ensure that expertise is integrated, not isolated in silos.<\/p>\n

    Leadership plays a pivotal role in fostering diverse perspectives that lead to innovative problem-solving and knowledge creation. However, the benefits of the diversity are maximised when coordination is effective, particularly in environments with low task uncertainty (Fang He., et al<\/em>. 2021).<\/p>\n

    In short, leadership provides the vision, mission and the encouragement, while systems, processes and team behaviours ensure that the objective is realised in a sustainable and scalable way.<\/p>\n

    Actions<\/strong><\/p>\n

    In the world of sports, athletes often have a team of private practitioners \u2013 physiotherapists, nutritionists, psychologists \u2013 who work closely with them. When these practitioners interact with a broader team, especially in high-performance settings, the principles of interdisciplinarity become even more important.<\/p>\n

    The key is to establish a collaborative ecosystem where information flows freely, and each practitioner is seen as an integral part of the athlete\u2019s overall performance.<\/p>\n

    This requires…<\/strong><\/p>\n

      \n
    1. Open lines of communication:<\/strong> Practitioners should regularly communicate with each other to ensure they are aligned on goals and treatments. It\u2019s not enough to work in parallel; there needs to be an intentional sharing of knowledge, progress, and challenges.<\/li>\n
    2. Respect for expertise:<\/strong> Each practitioner brings a unique perspective to the table, and the best teams recognise the value of this diversity. Collaboration works best when each professional is trusted to contribute their expertise, without others overstepping into areas they are not qualified to address.<\/li>\n
    3. Holistic understanding of the athlete:<\/strong> Successful teams take a holistic view of the athlete, understanding that no single treatment or approach operates in isolation. Physical training affects mental performance, and nutrition impacts recovery. The practitioners must view their roles as part of an integrated system designed to optimise the athlete\u2019s overall wellbeing and performance. Let\u2019s also mention the power of the athlete\u2019s voice in this respect, as they are the CEO in these affairs so it\u2019s critical their points are heard.<\/li>\n<\/ol>\n

      Conclusion<\/strong><\/p>\n

      Interdisciplinarity in high-performing teams is about more than just assembling experts; it\u2019s about creating an environment where diverse knowledge can flow, interact, and coalesce into something far greater than the sum of its parts. By cultivating interactional expertise, leveraging collective intelligence, and fostering a culture of trust and humility, teams can unlock the true potential of their combined expertise.<\/p>\n

      And in fields like sports, where collaboration between the team behind the team and broader teams is critical, the principles of interdisciplinarity can be the difference between good performance and greatness. As Matthew Syed, author of \u2018Rebel Ideas: The Power of Diverse Thinking\u2019 said, ‘collective intelligence emerges not just from the knowledge of individuals, but also from the differences between them’.\u00a0<\/strong><\/p>\n

      David Clancy is a Learning and Development Consultant at the Houston Texans<\/strong> and Director at The Nxt Level Group<\/strong>. <\/em>He is also the Editor of Essential Skills for Physiotherapists: A Personal and Professional Development Framework<\/strong>, which is available now from Elsevier.<\/em><\/p>\n

      Michael Davison is an International Sports Performance Consultant at the Houston Texans <\/strong>and Director at The Nxt Level Group<\/strong> and Board Member of the Football Research Group<\/strong>.<\/em><\/p>\n

      If you would like to speak to David and Michael, please contact a member of the Leaders Performance Institute team.<\/em><\/p>\n

      References<\/strong><\/p>\n

      Fang He, V., Krogh, G., and Siren, C. (2021). Expertise Diversity, Informal Leadership Hierarchy, and Team Knowledge Creation: A study of pharmaceutical research collaborations<\/em>. Volume 43 (6). European Group for Organisational Studies.<\/p>\n

      Reynolds, A. & Lewis, D. (2017). Teams Solve Problems Faster When They\u2019re More Cognitively Diverse<\/em> in Collaboration and Teams. Harvard Business Review.<\/p>\n

      Rock, D. & Grant, H. (2016). Why Diverse Teams<\/em> Are Smarter<\/em> in Diversity and Inclusion. Harvard Business Review.<\/p>\n

      Acknowledgements<\/strong><\/p>\n

      Special kudos to Carl Gombrich<\/a> of the London Interdisciplinary School, who spoke at the 2022 Leaders Sport Performance Summit in London. One of the school’s courses, titled ‘Cross-Functional Leadership’,\u00a0<\/em>was very insightful. This article has been influenced by that programme, as well as research on the Expert Compass, requisite knowledge and expertise from Tim Davey and Amelia Peterson.<\/p>\n

      Gombrich also contributed a chapter to Essential Skills for Physiotherapists: A Personal and Professional Development Framework<\/strong><\/em> by Clancy, et al<\/em>. (2024), about interdisciplinarity and soft skills.<\/p>\n

      <\/p>\n<\/p>\n <\/div>\n \n \n \n <\/div>\n

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