The pursuit of novelty

Collaborate, crossing silos

Perhaps the most mentioned activity to stimulate new thinking and new ideas is that of working together across traditional scientific fields or subfields, such as when quantum physicists work together with molecular biologists to develop non-invasive measurements of biological systems.

It is well-known that interdisciplinary research, involving the combination of traditions, theories, methods, and objects from divergent fields, is fertile ground for making breakthroughs. Hence, it may seem surprising that some studies find that group diversity is inversely proportional to the novelty of ideas generated

. However, the centers provide nuance to this in the sense that they find interdisciplinary collaboration to be highly demanding; in fact, they report that it often takes years to get to a point where the mutual understanding across scientific fields and languages is sufficiently advanced for the collaboration to pay off. But ultimately, in the experience of centers of excellence, cross-disciplinary collaboration is highly valuable.

Interact

Another form of scientific activity highlighted is the interactions among colleagues in closely related fields in or outside the center. When two centers asked their staffs about promoters of creativity, collaboration was a clear first. Peer-to-peer collaboration takes several forms and has important benefits:

The most common ways of promoting interaction include organizing retreats, inviting guest researchers, engaging in international collaborations and conferences, consulting advisory boards, and holding pre-conference or pre-experiment meetings. There is significant variation, testifying to the effects of trying out new, fruitful formats and constellations, such as idea incubators and “think big” events, or cross-level and cross-discipline grouping. Some centers have decided that Ph. D. students must have two mentors to ensure they receive diverse feedback.
Center leaders and senior staff are aware of the importance of informal meeting places, such as at coffee machines. Indeed, early-career researchers report that these often facilitate chance encounters with colleagues who happen to be able to help them with or guide them to further resources and networks.
A common observation is that a flat hierarchy is essential; hierarchies where less experienced researchers are hesitant to share their ideas and ask questions are counterproductive to creativity.
Some centers actively promote the acquaintance of colleagues to make sure that everybody knows what resources are available at the center, for instance, via systematic onboarding processes. Moreover, some centers actively promote a system involving common problem solving, for instance, inviting the entire center to help in solving particularly hard challenges.
Most centers collaborate with private or public organizations and undertake ambitious outreach activities. Such activities may be highly time-consuming, especially in the case of starting up new companies. But generally, the centers find that such interaction, as well as a balance between theoretical and applied thinking, can be a benefit to the center.

Collaborate, crossing silos

Perhaps the most mentioned activity to stimulate new thinking and new ideas is that of working together across traditional scientific fields or subfields, such as when quantum physicists work together with molecular biologists to develop non-invasive measurements of biological systems.

It is well-known that interdisciplinary research, involving the combination of traditions, theories, methods, and objects from divergent fields, is fertile ground for making breakthroughs. Hence, it may seem surprising that some studies find that group diversity is inversely proportional to the novelty of ideas generated

Degn, L. and Alnor, E.D: Creativity in research – current perspectives on the nature of, the conditions for, and the role of creativity in research. Danish Center for Research and Research Policy, August 2024.

. However, the centers provide nuance to this in the sense that they find interdisciplinary collaboration to be highly demanding; in fact, they report that it often takes years to get to a point where the mutual understanding across scientific fields and languages is sufficiently advanced for the collaboration to pay off. But ultimately, in the experience of centers of excellence, cross-disciplinary collaboration is highly valuable.

Interact

Another form of scientific activity highlighted is the interactions among colleagues in closely related fields in or outside the center. When two centers asked their staffs about promoters of creativity, collaboration was a clear first. Peer-to-peer collaboration takes several forms and has important benefits:

The most common ways of promoting interaction include organizing retreats, inviting guest researchers, engaging in international collaborations and conferences, consulting advisory boards, and holding pre-conference or pre-experiment meetings. There is significant variation, testifying to the effects of trying out new, fruitful formats and constellations, such as idea incubators and “think big” events, or cross-level and cross-discipline grouping. Some centers have decided that Ph. D. students must have two mentors to ensure they receive diverse feedback.
Center leaders and senior staff are aware of the importance of informal meeting places, such as at coffee machines. Indeed, early-career researchers report that these often facilitate chance encounters with colleagues who happen to be able to help them with or guide them to further resources and networks.
A common observation is that a flat hierarchy is essential; hierarchies where less experienced researchers are hesitant to share their ideas and ask questions are counterproductive to creativity.
Some centers actively promote the acquaintance of colleagues to make sure that everybody knows what resources are available at the center, for instance, via systematic onboarding processes. Moreover, some centers actively promote a system involving common problem solving, for instance, inviting the entire center to help in solving particularly hard challenges.
Most centers collaborate with private or public organizations and undertake ambitious outreach activities. Such activities may be highly time-consuming, especially in the case of starting up new companies. But generally, the centers find that such interaction, as well as a balance between theoretical and applied thinking, can be a benefit to the center.