Collaborative leadership in team science: dynamics of sense making, decision making, and action taking

2026

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AI-generated summary

This perspective article offers practical frameworks for collaborative leadership in team science, emphasizing iterative cycles of sense making, decision making, and action taking to navigate complex challenges.

* Explores three conceptual frameworks: Theory U, Divergence-Convergence Diamond, and Strategic Doing.
* Identifies common pitfalls in team science leadership, including perpetual sense making without decisions, decisions without inclusive sensemaking, and lack of adaptation in action plans.
* Provides practical suggestions for facilitating processes, prototyping the future, and dynamically assigning roles and responsibilities.

Tags: team science, collaborative leadership, complexity, sense making, decision making

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