UCN Office of Research & Innovation September 23, 2013.
-
Upload
prosper-fox -
Category
Documents
-
view
218 -
download
3
Transcript of UCN Office of Research & Innovation September 23, 2013.
![Page 1: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/1.jpg)
BUILDING COLLABORATIVE RESEARCH TEAMSUCN Office of Research & InnovationSeptember 23, 2013
![Page 2: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/2.jpg)
Outline1. Why is effective collaboration important? What’s at
stake?2. True collaboration – it takes a while to get there!3. Research in partnership with communities and
industry – additional considerations4. Keeping your cool during conflict5. Working together as a team – a tool for documenting:
Participation and administrative issues Authorship credit Research ethics Payments and work arrangements / timelines Leadership Methodological/philosophical considerations
![Page 3: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/3.jpg)
But first, a thank you …
This presentation draws on material prepared byFrances Chandler, PhD UBC/Sauder School of Business; Jennifer Freeman, MSc University of Ontario Institute of
Technology; Michelle McGinn, PhD Brock University/Faculty of Education; Maureen Murphy, LLB University of Fraser
Valley; and Lynne Prout, LLB Brock University.
Material from Frances Chandler is specific to her own PhD research examining leadership and its impact on the
success of SSHRC-funded collaborative research projects.
Content is used with permission.
![Page 4: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/4.jpg)
What’s at stake?
Why is effective collaboration important?
![Page 5: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/5.jpg)
Hypothetical: You decide to apply for aSSHRC Insight Development Grant
2014 competition deadline likely early February 2014 $7,000 up to $75,000 Duration 1 to 2 years For researchers working individually or in teams – for
the purpose of this discussion, we will focus on teams Funding available for emerging scholars or
established scholars Supports research in its initial stages - grants enable
the development of new research questions, as well as experimentation with new methods, theoretical approaches and/or ideas
![Page 6: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/6.jpg)
In your application, you must show how your research would:build knowledge and understanding from disciplinary,
interdisciplinary and/or cross-sector perspectives;demonstrate new approaches to research on complex
and important topics, including those that transcend the capacity of any one scholar, institution or discipline;
provide a high-quality research training experience for students;
relate to societal challenges and opportunities; andmobilize research knowledge, to and from academic
and non-academic audiences, with the potential to lead to intellectual, cultural, social and economic influence, benefit and impact.
![Page 7: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/7.jpg)
Should you receive the grantyou will also have to effectively manage
the grant money, and file reports to SSHRCduring and after the project has wrapped up.
![Page 8: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/8.jpg)
THIS WILL BE DIFFICULT TO ACHIEVE IF EVERYONE IS NOT PULLING IN THE SAME
DIRECTION
![Page 9: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/9.jpg)
it takes a while to get there …
True collaboration -
![Page 10: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/10.jpg)
Bradford & Cohen: The Stages ofGroup Development
MembershipSubgrouping
ConflictIndividual Differentiation
Collaboration
![Page 11: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/11.jpg)
Bradford & Cohen: The Stages ofGroup Development
Stage 1: Membership
Individuals are considering the merits of taking part
Question their roles and roles of others, purpose of the group, emerging values relating to leadership, and their own skills and potential contribution
Consider their commitment to a shared leadership model, and to the discussion of items that are safe/noncontroversial
Movement through this stage is usually relatively short
![Page 12: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/12.jpg)
Bradford & Cohen: The Stages ofGroup Development
Stage 2: Subgrouping
Involves scanning for potential allies, based on the desire to feel part of a group quickly
This can be a cause for tension at this point or later on in the process
Ensuring all members feel valued and integral to the group is important at this time
Conflict can begin to surface at this stage
![Page 13: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/13.jpg)
Bradford & Cohen: The Stages ofGroup Development
Stage 3: Conflict
Important issues surface, an organization takes shape, roles emerge and differences are articulated
Commitment and energy are needed to identify potential and actual sources of conflict, and to develop creative solutions to mitigate the possibility that conflict will derail the group
If these efforts are successful, the atmosphere then changes as members realize their contributions are valued
![Page 14: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/14.jpg)
Bradford & Cohen: The Stages ofGroup Development
Stage 4: Individual Differentiation
Group is able to deal with “interpersonal baggage accumulated in earlier periods” (Bradford & Cohen, 1998, p. 150)
Members feel comfortable that their needs will be met, and that they can contribute in a meaningful way
No longer feel a need to create subgroups Feeling of responsibility to other members and
group as a whole
![Page 15: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/15.jpg)
Bradford & Cohen: The Stages of Group Development
Stage 5: Collaboration
Group is now stronger – individual members appreciate the role they will play, niche they will occupy, skills they bring
Formulate a shared commitment to goals, values, norms and a leadership model
Enough trust has been developed to address subjects that may previously have been out of bounds & to tackle tough issues in a timely manner
![Page 16: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/16.jpg)
Additional considerations
Research in partnership with communities and industry
![Page 17: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/17.jpg)
Broadening the scope to include external partners will add new levels of complexity to
your project.
But if managed effectively, potential benefits to your team members and the project overall
could include alternative sources of funding or in-kind donations, internships and jobs for
students, and real-life environments where the research can be tested or participants
recruited.
![Page 18: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/18.jpg)
Additional considerations when working with community or industry partners:
Engage partners early in the process to ensure all feel included
Then identify and clarify roles, responsibilities, rewards and potential costs (e.g. legal, financial, human resource, etc.) – document these in an agreement that all parties sign
Transparency is critical at the outset and during the project regarding control and access to budgets, research protocols, decision-making methods, problem solving, power-sharing and communication
Purposeful and regular meetings are important to ensure ongoing reiteration of task, goals and objectives – this also helps to remind all partners of the others’ norms and operating environments
![Page 19: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/19.jpg)
Check back with partners at regular intervals to ensure there is a shared understanding of leadership, project management, ownership of IP and products
Regularly reviewing the differences between the members respecting their wants and needs is essential
Regularly reviewing attribution of authorship is essential
Develop dissemination strategies that address the unique needs of all members in both applied and academic settings – academic conferences and publications as well as websites, blogs, newsletters, workshops, murals, artistic works, etc.
![Page 20: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/20.jpg)
This will all take time, patience and willingness to admit mistakes –
plus a determination to overcome barriers and a willingness to question
one’s own thoughts and behaviour.
![Page 21: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/21.jpg)
CONFLICT
Back now to Stage 3 of group development …
![Page 22: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/22.jpg)
![Page 23: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/23.jpg)
Conflict is a part of teamwork and the creative process.
Most of us fear conflict so we need to understand its source, and impact.
We should continue to communicate through conflict and seek appropriate help with conflict resolution.
Conflict, if handled appropriately, can generate positive change.
![Page 24: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/24.jpg)
COMMON SOURCES OF CONFLICT IN TEAMS
Differences in expectations Personality conflict Poor communication
![Page 25: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/25.jpg)
Differences in expectationsCAN RESULT FROM: Research styles, scope of
work, division of work, intellectual property, timeframes, roles and responsibilities, and unique circumstances particular to the project
Particularly important to flag differing expectations/norms when partnering with communities or industry
DEAL WITH THEM BY: Clarify up front; stop
and revisit expectations
State your expectations and avoid assumptions
Look for areas of agreement
Get things in writing
![Page 26: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/26.jpg)
Personality conflict
CAN RESULT FROM: Differences in
personality type, leadership and learning styles, world views, etc.
DEAL WITH IT BY: Share information about
yourself, what you need and why you need it – use objective, not subjective benchmarks – refer back to the project goals and relate your needs to those goals
Stay aware of personality differences and changes in personal and professional lives of the group members
Give the benefit of the doubt and seek clarification
![Page 27: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/27.jpg)
Poor communication
CAN RESULT FROM: No time set aside Different communication
styles Leaving things unsaid
(conflict avoidance) Failing to clarify – relying
on assumptions Managing emotions
poorly Missing cues that
tension/conflict is developing
DEAL WITH IT BY: Regular meetings with minutes Use active listening to ensure
shared understanding Use email to follow up and clarify Know your style when in conflict
–adapt for effective communication
Address issues directly and in a timely manner – overcoming fear of conflict
Choose the right time and manner to address conflict
Ensure all perspectives are offered and everyone has a voice
![Page 28: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/28.jpg)
A TOOL FOR DOCUMENTING THE ESSENTIALS
Working together as a team:
![Page 29: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/29.jpg)
Congratulations on your
$75,000 SSHRC Insight
Development Grant!! (hypothetically speaking)
![Page 30: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/30.jpg)
Now is the time to put things in writingDevelop a template (or contact me for one if you wish) that documents the following points, and discuss them as a team. Once consensus is reached, all team members sign off and receive a copy.
Participative and administrative issuesAuthorship creditResearch ethics considerationsPayments and work arrangementsTimelines / schedulesLeadershipMethodological/philosophical considerations
![Page 31: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/31.jpg)
Participative and administrative issues Scheduling regular meetings
When? Where? How often? How long? Means of communication
Email, Skype, other Roles and expectations
All members are expected to fulfill agreed-upon roles Publications and presentations must acknowledge
the granting agency In what formats/venues? When? Major granting agencies
like SSHRC have specific rules that must be followed, but if you are getting money from a smaller entity these kinds of details may have to be determined
![Page 32: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/32.jpg)
Authorship credit If the work is to be published or presented during
or after the collaboration, students, faculty, community members etc. should agree on authorship credits. What kind e.g. none, shared, or partial? Consult UCN policy AC-04-02 Integrity in Research &
Scholarship
![Page 33: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/33.jpg)
Research ethics considerations If data are to be collected that fall within the
guidelines for completion of an ethics application, this application should be done well in advance of any data collection and as part of an overall research plan Contact UCN’s REB for guidance Ensure you are conversant with UCN Policy and
Procedures Governing Ethical Conduct of Research Involving Humans
Ethics applications will also need to be completed at other universities or locations if there are multiple partners When? Who will do it?
![Page 34: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/34.jpg)
Payments and work arrangements Hiring research assistants – must follow policies and
procedures of funders and universities/colleges When? Type e.g. stipend or hourly wage? Time sheet/contract?
Who does what when? Who gets copies? Work with UCN’s HR department on this to determine pay
rate/processes PI and partners/collaborators determine the division of
funds, and which reports will be required on how the funds were spent For SSHRC grants and other big funders, reporting requirements
are detailed and clearly stated Students/RAs and researchers agree on hours of work
during the year and the summer months. How much time? When? Where?
![Page 35: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/35.jpg)
Timelines / schedules Develop mutually agreed-upon milestones
working backwards from final deadline dates How often to be reviewed?
Team members will attend all mutually agreed upon meetings Who arranges them? When?
![Page 36: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/36.jpg)
Leadership What type of leadership is required on this project
– what will decisions on leadership be based on? On being the PI? On knowledge that is needed at the time? Members will
bring different strengths that will be needed at different times – e.g. administrative; project management; technology; research; community engagement; media relations; student recruitment and training
When will leadership change if at all? Who will assume this role and when? How will leaders be
chosen and decisions made e.g. by consensus? Majority?
What role will students or RAs play?
![Page 37: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/37.jpg)
Methodological / philosophical considerations Identify the differences in methodological and
philosophical approaches and how they might derail the collaboration. What are collaborators work requirements? What are their rewards? What motivates them? What do they want from the project? What is their cultural and linguistic background? These questions are particularly important to address when you
are working with partners from outside academia such as communities or industry
What methodologies may be applicable to this project? Who decides on which one and how it will be implemented?
When should team members drop off and when should new members be invited?
![Page 38: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/38.jpg)
Dot the ‘i’s, cross the ‘t’s and sign off
Once there is consensus by all partnerson the document that’s been drafted,
the date of meeting is notedand each team member signs off
individually.
![Page 39: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/39.jpg)
To recap, this presentation touched on … Why effective collaboration is important, and the
kinds of things that can be at stake in managing a research project
True collaboration is a multi-stage process where taking the time to build trust is essential
Some additional considerations to keep in mind when doing research in partnership with communities and industry
Some common sources of conflict, and ways to head them off or mitigate them
The necessity for ironing out tough issues together, as a team, at the start of a project – and for documenting what was agreed on
![Page 40: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/40.jpg)
![Page 41: UCN Office of Research & Innovation September 23, 2013.](https://reader035.fdocuments.in/reader035/viewer/2022062515/56649ceb5503460f949b7b1d/html5/thumbnails/41.jpg)
Thanks for your interest!
Contact me any time if you’d like to talk more about anything in this presentation,
and how it might be applied to the specifics of your research project.
Avery AscherResearch Officer
204 627 8632 / [email protected]