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Scientific Convergence: Dealing with the Elephant in the Room
Igor Linkov,
†,
*Matthew Wood,
†
and Matthew Bates
†
†
U.S. Army Engineer Research and Development Center, Environmental Laboratory, 696 Virginia Road, Concord, Massachusetts
01742, United States
Breakthrough innovations in science often require more
than just interdisciplinary collaboration. Rather, they rely
on the convergence of different tools, skill sets, knowledge, and
problem solving approaches from complementary disciples to
explore new areas of science.
1
Like the parable of the blind men
and the elephant, scientists independently working in individual
domains are each unable to see the full underlying nature and
implications of a problem (isolated view, Figure 1a). Those
who get input from or provide output to colleagues in other
domains have a better but still limited understanding
(coordinated view, Figure 1b), while those who wholly
collaborate with colleagues and take collective action toward
discovery have the best understanding of the problem’s nature
and complexities (convergent view, Figure 1c). We argue that
decision-analytic techniques like multicriteria decision analysis
which provide a mathematical approach to problem decom-
position and preference ranking
2,3
can enable funding and
academic institutions to more effectively promote convergence
using the action alternatives available to them and fuel
technology innovation.
Convergence has been used to describe a growing need for
collaboration between different fields of inquiry to foster
innovation on inherently interdisciplinary problems of increas-
ing complexity. The National Science Foundation (NSF
1,4
) has
acknowledged the importance of these efforts and has made
recommendations to promote convergence, particularly among
areas of research where nanotechnology can play a meaningful
role. The National Academy of Science (NAS) has made
sustained efforts to promote convergence as well, for example,
within the natural sciences, and recently issued a report
evaluating key challenge areas for convergence and provide
practical recommendations to institutions.
5
Two widely used institutional approaches to promote
convergence, which are recommended in the NAS report
include organizing scientists into committees and working
groups, and colocating scientists from different disciplines to
achieve innovations. The National Nanotechnology Initiative
(NNI, www.nano.gov), a pioneering application of convergence
within the government, is comprised of representatives from a
variety of federal organizations (NIH, DOD, DOE, FDA, etc.)
responsible for nanotechnology research and development, and
regulation. The NNI provides a forum for coordinating funding
priorities across agencies and organizing working groups to
develop recommended actions to address a host of
interdisciplinary issues in the area of nanotechnology. While
the structure of NNI is well-defined, the way in which
individual member organizations provide recommendations
and decide on how best to coordinate their individual actions
could benefit from prescriptive guidance in service of achieving
mutually beneficial and convergent outcomes.
In another example, the MIT-Harvard Center of Cancer
Nanotechnology Excellence, housed at the Koch Institute for
Integrative Cancer Research (ki.mit.edu), promotes conver-
gence by colocating scientists from different fields in the hopes
of developing interdisciplinary solutions (e.g., cancer nano-
therapies) through chance exposures to other researchers from
other fields during the normal course of business. Researchers
from complementary disciplines are sited strategically so they
walk by each other to access shared resources (e.g., printers, lab
space). Similar collaborative research facilities construct
versatile working spaces to facilitate interaction between
scientists and engineers with complementary research foci.
This encourages scientists to be creative in connecting with
others and move beyond the comfort zone of their limited
disciplinary expertise. Both the composition of interagency
committees and selection of scientists for centers were designed
based on ad-hoc hypotheses on which disciplines would
interface best with which others in the service of common
goals.
Although both NNI and the MIT-Harvard Center are
examples of successful institutional actions that promote
aspects of convergence and are consistent with NAS
recommendations, we believe initiatives like these could benefit
from a deliberate decision-analytic process to evaluate options
for fostering convergence. These processes can help identify
and encourage the right scientists from the right disciplines to
take collective action toward solving complex interdisciplinary
Received: July 23, 2014
Published: August 22, 2014
Viewpoint
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© 2014 American Chemical Society 10539 dx.doi.org/10.1021/es503585u |Environ. Sci. Technol. 2014, 48, 10539−10540
scientific problems by giving institutions the tools needed to
create and strategically evaluate actions related to coordination,
colocation, grant funding, etc. Decision-analytic approaches
guide organizations in identifying and prioritizing their
common objectives and identifying specific criteria and metrics
that can support those goals. Through this framework of
objectives and supporting factors, the decision-analytical
process enables transparent evaluation of alternative ways to
indirectly influencing scientists from the desired disciplines to
work together in a manner that provides the best chance of
developing new knowledge about the problem and solving it. In
the analogy outlined in Figure 1, this would be similar to taking
actions that would engage the best combination of nodes in the
“Convergent View”(Figure 1c) to reveal the largest and most
appropriate area of the problem between network edges.
Multicriteria decision analysis (MCDA),
2
one of several
formal decision-analytical techniques,
3
is ideally suited for
promoting convergence and provides a structure that
institutions can use to evaluate different actions based on the
following:
•The objective(s) they would like to achieve, in this case
solving one or more scientific problems requiring
convergence of experts from different disciplines;
•The criteria which contribute to achieving objectives,
here the collection of disciplines which the institution
hypothesizes are required to achieve the objectives;
•and metrics that can be used to quantify the relative
effectiveness of any one alternative in addressing the
criteria and therefore objectives. Alternatives in this
context are different institutional actions which promote
convergence, e.g., an interdisciplinary institute with
colocated scientists engaging in strategically funded
collaborative investigations.
The MCDA process should be incorporated into the process
of designing and evaluating institutional convergence efforts
actions either formally when selecting among actions, or
informally to facilitate the design and development of
convergence actions in a way that directly address convergence
objectives and relevant constraints. This process will help
institutions like funding agencies, universities, and other
research organizations to evolve beyond historic research
approaches that focus on identifying which discipline should
be responsible for solving a specific problem. It promotes an
approach where different unique disciplinary synergies and
perspectives can be leveraged to solve breakthrough problems.
The result of implementing these processes over time will be a
research environment that through careful reflection and
prioritization and positioned itself to better promote
convergence and to be more productive with respect to the
hard problems facing the scientific and technological
community now and in the future.
■AUTHOR INFORMATION
Corresponding Author
*E-mail: Igor.Linkov@usace.army.mil.
Notes
The authors declare no competing financial interest.
■ACKNOWLEDGMENTS
Special thanks to Mihail Roco (NSF) and Susan Hochfield
(MIT) for their review of earlier versions of this manuscript.
Permission was granted by the USACE Chief of Engineers to
publish this material. The views and opinions expressed in this
paper are those of the individual authors and not those of the
U.S. Army, or other sponsor organizations.
■REFERENCES
(1) Roco, M. C.; Bainbridge, W. S.; Tonn, B.; Whitesides, G.
Convergence of Knowledge, Technology, and Society: Beyond Convergence
of Nano-Bio-Info-Cognitive Technologies; Springer: New York, 2013.
(2) Linkov, I.; Moberg, E. Multi-Criteria Decision Analysis: Environ-
mental Applications and Case Studies; CRC Press: Boca Raton, FL,
2011.
(3) Clemen, R. T.; Reilly, T. Making Hard Decisions with
DecisionTools; Duxbury/Thomson Learning: New York, 2000.
(4) Roco, M. C.; Bainbridge, W. S. Converging Technologies for
Improving Human Performance: Nanotechnology, Biotechnology, In-
formation Technology and Cognitive Science; Kluwer Academic Publish-
ers: Dordrecht, The Netherlands, 2003.
(5) National Academies. Convergence: Facilitating Transdisciplinary
Integration of Life Sciences, Physical Sciences, Engineering, and Beyond;
National Academies Press: Washington, DC, 2014.
Figure 1. Isolated, coordinated, and convergent views of science collaboration. Circles represent independent views of individual disciplines.
Scientists operating under the convergent view wholly collaborate with colleagues from other disciplines, fully integrating and coordinate their
research activities. The distinct scientific disciplines converge here to provide the greatest understanding of the underlying problem.
Environmental Science & Technology Viewpoint
dx.doi.org/10.1021/es503585u |Environ. Sci. Technol. 2014, 48, 10539−1054010540