Intent: the key to effective and efficient interdisciplinary collaboration

As researchers, we often think of interdisciplinary collaboration as simply bringing experts from multiple fields into the same room. In my experience, that is only the first step in building a meaningful cross-disciplinary team. Whether it comes down to urban planning or understanding the societal implications of artificial intelligence, complex challenges require guided structures, which enable people with very different backgrounds to work together effectively. 

Through leading large interdisciplinary initiatives, including projects involving experts in engineering, medicine, urban planning and other fields, I have learned that successful collaboration must be created with intent. It requires open communication, clear expectations and a willingness to build relationships. 

Start with the problem at hand, not the disciplines 

Institutions often make the mistake of asking: “What departments should be involved?” But a better starting point is: “What problem are we trying to solve?” 

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When projects begin with a clearly defined challenge, researchers can acknowledge where expertise overlaps and where some gaps may exist. This builds a stronger team foundation than grouping researchers based solely on disciplinary representation, and creates space for more meaningful collaboration. 

Build project frameworks early 

Teams require clear operating structures. Without them, communication becomes fragmented and projects can quickly lose momentum. In my experience, prioritising the designation of a project lead early on can set teams up for success. Project leads establish how decisions will be made, how meetings will run and how information will be documented at the very beginning of a new collaborative project. Starting with clarity prevents confusion later. 

Having shared communication platforms also matters. In my experience, projects work more effectively when conversations happen in spaces visible to everyone involved, rather than isolated one-to-one exchanges. Open communication channels create opportunities for unexpected contributions and reduce the chance of silos arising. 

Most importantly, I have found that we make progress when we end meetings with clear action items and identified owners. Collaboration functions best when accountability is visible and communication is clear. 

Create shared language before shared outputs 

Miscommunication is one of the biggest challenges to interdisciplinary work, because it can lead to team members assuming everyone has the same understanding of a goal or problem, when that is not always the case. Experts from different disciplines will likely approach research questions, evidence and markers of success differently. Even identical terminology can mean different things across highly specialised subjects. 

Creating a shared vocabulary early in the project can prevent misunderstandings down the line. This also means recognising that collaborators may have differing priorities and incentives. In many cases, this requires explicitly discussing what shared success looks like for each member, and ensuring that everyone is benefiting from their participation. 

Start small 

Researchers often want to launch ambitious collaborations immediately. I have found the opposite approach works better. 

Starting small seed projects can be a good way to test working relationships, establish communication patterns and help the team understand how to operate together. These early collaborations build trust and reveal challenges before large investments of time and resources are required. 

Seed funding programmes, pilot projects and small collaborative grants create lower-risk environments for experimentation. 

Strong partnerships are usually built incrementally. 

Establish clear leadership and guidance 

Collaboration does not eliminate the need for decision-making structures. Leadership needs a clear vision and the primary focus should be to keep everyone involved on track. 

Some of the best ideas emerge from unexpected places, and large groups often benefit from hearing many perspectives. But consensus alone cannot move projects forward. 

Successful interdisciplinary teams need clearly defined leadership structures and agreed-upon processes for making decisions when priorities compete or timelines become constrained. 

Inclusive collaboration and decisive leadership are not competing ideas. The strongest teams require both. 

Interdisciplinary collaboration is rewarding because the problems universities are trying to solve are increasingly complex. No single discipline will have all the tools required. But bringing people together is just the first step. Creating systems that allow them to openly work together with clear communication is where meaningful collaboration truly begins. 

Alina Zare is director of the Artificial Intelligence & Informatics Research Institute at the University of Florida.

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