There are a number of key challenges in developing a specialisation of Integration and Implementation Sciences, including:
achieving agreement on whether a specialisation is appropriate, likely to achieve the desired outcomes, and worth the downsides;
constructing a coherent specialisation from disparate bits, many of which now have their own traditions. Some bits, such as participatory methods, principled negotiation techniques and information science, can potentially be fully encompassed within the new specialisation. Others, such as the mathematical development of complexity science, for example, may fit more comfortably within an existing discipline and might not sit well in the new specialisation. Redrawing boundaries and possibly reallocating resources are important components of this challenge;
getting this specialisation accepted and implemented by those inside and outside the specialisation. Within the specialisation, challenges include the fact that some may not want to refocus their identity and allegiances. Others may have identified a niche in which they are doing well and may not see the need for, or be too overcommitted to contribute to a larger enterprise. Those outside the specialisation may oppose it because they fear losing resources or because they see Integration and Implementation Sciences as being about personal skills rather than academic theory, method and application;
developing appropriate intellectual interfaces with traditional disciplines and newer multidisciplinary specialisations (such as environment studies or peace studies);
overcoming unevenness in the development and application of approaches. For example, many of the components of Integration and Implementation Sciences are most developed in the environmental area, so that consideration needs to be given not only to further enhancing the skills that have been developed in the environmental area, but also to diffusing them into other areas (Clark and Dickson 2003);
uniting the diverse core areas of Integration and Implementation Sciences may be extremely difficult as they have different status, require different skills and often attract different personalities. The challenge of merging model building and facilitation methods is an example; and
finding suitable locations within universities for Integration and Implementation Sciences—locations where there is a sense of fit and where the specialisation will prosper. In order to continue to attract good people this needs to be an exciting and rewarding area for research and teaching.
For the specialisation of Integration and Implementation Sciences to reach its potential, considerable developmental work is required. Many of the outstanding challenges have been presented earlier. The challenges are both intellectual and practical and essentially fall into three areas:
strengthening the intellectual base of Integration and Implementation Sciences;
promoting networking and collaboration between researchers and practitioners interested in Integration and Implementation Sciences; and
embedding Integration and Implementation Sciences in universities and funding programs.
An established academic specialisation can offer:
a more clearly defined scope for Integration and Implementation Sciences and complementarities with existing disciplines and specialisations;
a more robust theoretical base, which will be a well-spring of innovation; and
a large and critical college of peers to evaluate current and future research and practise.
These allow for both the cross-fertilisation of ideas and advancement of knowledge, as well as opportunities for quality control. Care must be taken to ensure that the specialisation does not become too narrowly defined and lose its richness, and that it does not develop in a lopsided way, for example, that mathematical modelling takes precedence over participatory techniques.
Developing the specialisation includes:
finding a location in the academy conducive to growth and the development of the ideas underpinning Integration and Implementation Sciences;
developing both undergraduate and graduate curricula;
producing textbooks and systematic reflections on case studies;
building an overarching professional association and encouraging inter-linkage between smaller existing professional associations; and
building up top-ranking peer-review journals.
Integration and Implementation Sciences are critical if we are serious about integration, policy relevance, evidence-based practice, and innovation, which are key concepts now driving research. The challenges are substantial, but the critical mass of researchers and approaches means that rapid development is possible. This promises intellectual excitement and fulfillment, as well as effective practical outcomes in tackling the complex social, environmental and technological issues we confront.