Environmental decision-making is recognised as requiring integration of biophysical and social knowledge, but integration of knowledges based in different epistemic assumptions is challenging. We used an action research approach to observe integration in the development of a landscape decision support system (DSS) for forest and fire management in Victoria, Australia. We found two different knowledge integration processes, conceptually-driven to shape the structure of the DSS and technically-driven through modelling. Project framing dominated by biophysical sciences and technically-driven integration presented a barrier to many potential social science contributions that could connect a DSS with the surrounding social and decision contexts. Nonetheless, some conceptually-driven integration occurred when social researchers contributed their analysis of values of the public to the DSS design. The need for this integration emerged through initial conflict over disciplinary understandings of ‘value’. While initially uncomfortable, this opened the way to differentiate knowledge related to the term and to negotiate some conceptual synthesis and an agreed multidisciplinary list of values to structure the DSS. Technically-driven integration occurred through incorporation of social and biophysical metrics in model software. Our research highlights that bridging concepts such as values and related frameworks act as boundary objects that help in overcoming barriers to integration between social and biophysical knowledge. Integration is itself a potential boundary object and early discussions to differentiate and clarify how the term is understood can help in designing interdisciplinary processes. Critically, projects need adequate time for interdisciplinary differentiation, tolerance amongst the team for uncomfortable conversations, and leadership that fosters interdisciplinary interactions to achieve a high degree of knowledge integration.
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