National Institutes of Health August 2010 http://teamscience.nih.gov

TABLE OF CONTENTS1. PREFACE2. WHY DO WE NEED RESEARCH NETWORKS?

A. Rationale of interdisciplinary networks3. PREPARATION – Considerations prior to starting a network

A. Establishing Foundation supportB. Pre-network developmentC. Responsibilities of program staff

4. NETWORK FORMATIONA. Identifying potential network membersB. Desired characteristics of network membersC. Problems of disciplinary isolation D. Attributes of network chair

5. NETWORK IMPLEMENTATION A. Establishing a functional networkB. First phase of funding i. Role of foundation staff ii. BudgetC. Role of network administratorD. Summary of initial recommendations

6. NETWORK MONITORINGA. Crucial role of network meetingsB. Implementing research agendaC. Annual meetings of network chair and staffD. Mid-course review E. Length of support F. Summary of network accomplishments and network review

7. CONCLUDING REMARKS8. ACKNOWLEDGEMENTS9. APPENDIX-EXAMPLES OF SUCCESSFUL MACARTHUR NETWORKS

COPIES AVAILABLE FROM RMROSE@UTMB.EDU

Robert M. Rose, MDKevin Wooten, PhD

Team Development

TEAMS ARE NOT THE USUAL WAY OF WORKING IN THE ACADEMYVery strong tradition of ‘my lab, my expertise, my

specialty’‘I haven’t had to do things differently for many years

and I am well funded, so why should I change?’‘I am a strong leader who can collaborate with others if

necessary, but not by relinquishing what has been successful for me.’

‘Teams are just the current fad, and where is the data that demonstrates they are a better way of doing things?’

‘Who determines who should be on a team and by what criteria?’

‘Teams are just another hoop to jump through so I will just play this game to the extent I must.’

GETTING STARTEDDo it slowlyChose individuals who are secure in their

knowledge, but curious and inquisitive.Give all the potential members a chance to tell

what moves them, how they think about their science, their special perspectives and their way to doing intellectual business- method intuition

Clearly communicate the expectation that all members are necessary to define the problem and how to proceed to study it and share in the responsibility of success or failure.

Permit those who find it burdensome, boring, too time-consuming to withdraw. Teams are NOT for all.

Meet regularly and establish the expectation that attendance is a necessary part of membership.

Identify Scientific OpportunitiesWhat are the most important and

interesting questionsWhat excites the interest and enthusiasm

of the group?PI facilitates discussion and actively solicits

input and suggestions from others

Build on common interestsTeam members learn about background,

expertise of othersAll team members provided opportunity to

present early in processWhat do members consider their most

important achievements and contributions to their discipline

What are the strengths and limitations of various methodologies

Set appropriate tone for group meetings-sufficient time for asking questions, soliciting answers

Shared understanding of what is known and not knownConsensus of what has been established

and what is unclearMay need to bring in outside speakers

Discussion of potential advantages of adding additional membersWho is missing

Soliciting input from all members enhances team building

Ask yourself: Am I Ready to Lead a Research Team?Am I able to clearly and decisively communicate

and share information with team members?Am I prepared to clearly articulate my vision to

team members?Am I prepared to share such that the team is

perceived as belonging to all the members and not just me?

Am I prepared to model a collaborative process?Am I willing to support team members at all

levels, assigning role and responsibilities?Am I willing to manage members’ expectations?

Defining Scope of ResearchDefining research problem in terms of

interdisciplinary and collaborative perspectivesTeam needs to discuss how each member can

contribute to the translational goals and how these interact and thus enhance the team’s agenda How will basic mechanistic findings impact

understanding of clinical phenomena and treatment and later impact models of care

This understanding needs to be conceptualized by each member of the team, not just by the PI.

Develop plan for research, set timelines and milestonesFacilitated by use of logic model

Discuss what help is needed from key resources

Operational Management

Team MeetingsWell attended by all membersTime and location consistentAgenda availableMinutes taken Major decisions, review of progress,

alterations of research plan, decisions about new members only in team meeting with all members present

These all build the identity and sense of team

Operational Management

Dealing with conflictDiscussions are candid, not hostileDiscussions occur in group setting, not off-

line/one on oneCapacity of group to deal collectively with

disagreements and not splitting into factions, is hallmark of effective teams

Expand horizons and scope of knowledgeSchedule presentations from those not on the

team-several benefitsWhat other research is ongoing that might be

incorporated into the team’s agendaIf added or integrated, would such additions

strengthen the team’s agenda, illuminate mechanisms not otherwise being investigated

Benefit of shared learningFirst shared learning exemplified by initial

presentations of team membersExposure to other new perspectives enhances shared

learning of team Both experiences enhance capacity of members to

reframe their explanatory models to include other perspectives

Apples and oranges

Communicating about science: when it’s workingTeam members share recognition of each

other’s contributionsTeam members develop a common language

for the project and translate across disciplinesOpen discussion, differing opinions, and

constructive criticism are encouraged and lead to healthy dialogue.

Over time, team members have the capacity to integrate the perspectives of others into their thinking and into hypothesis generation (definition of transdisciplinary success)

Is conflict resolution working? When it is not working, team members, leader:Are unaware of interpersonal conflicts within the team.Do not listen to concerns, engage in mediation,

instead seek out other third parties to serve as neutral intervenors.

Unaware or avoid acknowledging other members’ motivations and needs.

Fail to listen carefully to team discussionInterpret conflict as unhealthy when it is actually

constructiveMisread a lack of argument or challenge as

agreement.Overestimate team members’ ability to work together

as a team.