Global environmental problems such as climate change are not bounded by national borders or scientific disciplines, and therefore require international, interdisciplinary teamwork to develop understandings of their causes and solutions. Interdisciplinary scientific work is difficult enough, but these challenges are often magnified when teams also work across national boundaries. The literature on the challenges of interdisciplinary research is extensive. However, research on international, interdisciplinary teams is nearly non-existent. Our objective is to fill this gap by reporting on results from a study of a large interdisciplinary, international National Science Foundation Partnerships for International Research and Education (NSF-PIRE) research project across the Americas. We administered a structured questionnaire to team members about challenges they faced while working together across disciplines and outside of their home countries in Argentina, Brazil, and Mexico. Analysis of the responses indicated five major types of barriers to conducting interdisciplinary, international research: integration, language, fieldwork logistics, personnel and relationships, and time commitment. We discuss the causes and recommended solutions to the most common barriers. Our findings can help other interdisciplinary, international research teams anticipate challenges, and develop effective solutions to minimize the negative impacts of these barriers to their research.

Bringing together and successfully managing a highly interdisciplinary (ID) research team of socioeconomic, biophysical, and engineering scientists is highly challenging, particularly when that team includes 20 scientists and students across six countries. This paper reports on the results of evaluating the success of such a team as it studies the socioecological impacts of bioenergy development across the Americas. We find that the team has succeeded according to several different metrics. We demonstrate that the literature on accelerated sustainability transitions and small group team creation, development, and management holds valuable lessons for the success of ID teams.

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Although there is a small but growing body of literature on Euro-Canadians who acted "with good intentions" towards the First Nations (Haig-Brown and Nock 2006), precious little has been written about those within the ranks of the Department of Indian Affairs who acted benevolently towards the Aboriginal peoples. James Gerry Burk, Indian agent for the Anishinabeg of the western Lake Superior region for three decades (1923-53), was one such individual. He chose to ignore the department's prevailing racist ideology in favour of nurturing the incipient desire for industry and enterprise that he saw first-hand among the Aboriginal constituents of his agency. In the process, he was compelled to overcome numerous obstacles that Indian Affairs placed in his way. As a result, Burk's career stands as a glowing testament to the indomitable spirit of one departmental official's commitment to assisting the Aboriginal peoples.