View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Edinburgh Research Archive Research Collaborations A guide for early career researchers by early career researchers LERU Doctoral Summer School Building Research Capacity and a Collaborative Global Community Authors Adeline Abou-Ali, Universitat de Barcelona Ahmed Mazari, Sorbonne University Aline Scherer, Ludwig-Maximilians-Universität München Amanda Dziubińska, University of Warsaw Ana Pardo García, The University of Edinburgh Anna Mateja Punstein, Ruprecht-Karls-Universität Heidelberg Anna Luisa Grimm, University of Zurich Annette Sophie Bösmeier, Albert-LudwigsUniversität Freiburg Ariadna Feliu, Universitat de Barcelona Brian Li Han Wong, University College London Camilla Langlands-Perry, Université Paris-Sud Christin Henein, University College London Colum O’Leary, University of Oxford Damla Kuz, University of Strasbourg Daria Vdovenko, University of Zurich Diego Mesa, Imperial College London Dora Gelo, University of Zagreb Elisabetta Romani, University of Milan Emer Emily Neenan, Trinity College Dublin Eva Kaulich, University of Cambridge Gary Hannon, Trinity College Dublin Gemma O’Sullivan, Trinity College Dublin Giulia Carla Spolidoro, University of Milan Henrietta Baker, University of Edinburgh Ilona Domen, Utrecht University Jamie Sugrue, Trinity College Dublin Jan Maleček, Charles University in Prague Joanna Strycharz, University of Amsterdam Josephine Harmon, University College London Juliana E. Gonçalves, KU Leuven Julie Vanderlinden, KU Leuven Kaveh Dianati, University College London Kinga Káplár-Kodácsy, Eötvös Loránd University Kiran Zahra, University of Zurich Mariam Hachem, Sorbonne University Miriam Klaus, University of Cambridge Miriam Laufer, Albert-Ludwigs-Universität Freiburg Mo Atif, Sorbonne University Mohamed A. Elhadad, Ludwig-MaximiliansUniversität München Nathalie Dupin, The University of Edinburgh Petra Bod, Ludwig-Maximilians-Universität München Roosmarijn van Woerden, Utrecht University Sara Gunnarsson, Lund University Sarah Assaad, University of Cambridge Sarah Briggs, University of Oxford Shelby Shrigley, Lund University Shishir Pant, University of Helsinki Smiljana Cvjetković, University of Belgrade Stefano Piazza, University of Milan Tommaso Taroni, University of Milan Veera Kankainen, University of Helsinki Wiebe Hommes, University of Amsterdam Editors Emily Woollen, University of Edinburgh Sara Shinton, University of Edinburgh Sarah Thomas, University of Edinburgh This work is licensed under a CC-BY licence To view a copy of this license, visit: https:// creativecommons.org/licenses/by/4.0/ 1 Contents 3 Introduction 4 Motivations for Collaborations 5 Opening Doors 6 Success Factors 8 Challenges of Collaborations 10 Support for Collaborations 11 Partnership Agreements 12 Partners Beyond Academia 13 Cultural Dimensions 14 Key Insights 17 Top Tips 18 Do it Yourself 19 Acknowledgements 2 Introduction When the University of Edinburgh proposed international collaboration as a theme for the annual LERU doctoral summer school, it was obvious for LERU to support that idea. I am delighted to take this opportunity to emphasise the opportunities that collaborations offer. Rather than telling researchers about collaboration, the vision of the organising team was to create a collaborative challenge for the summer school attendees – to create a high quality publication in five days! The guide you are now reading demonstrates how much a group of diverse and motivated researchers can achieve when they pool their skills and experiences to work together. LERU is itself a collaboration between 23 universities in 12 European countries which has proven to be very successful. Over the past 15 years, joint lobby activities have been set up, joint best practices have been developed, joint research projects have been implemented and joint degree programs have been offered, all of this enhancing collaboration and mobility between the 23 members’ leadership teams, researchers and students. Clearly, national, European and international collaboration is beneficial for research, innovation and education: it increases interaction between people, exchange of ideas, development of breakthroughs, speed of scientific progress, exchange of scientific knowledge, understanding of cultural differences, and the quality of the student experience. This guide draws from the experiences of researchers from across the LERU network and summarises the many benefits of Image credit: DVeerle Van Kerckhove The League of European Research Universities (LERU) organises a summer school each year at one of the member universities on a different theme, inviting PhD students from Europe’s top research-intensive universities. This year’s LERU summer school was organised around the theme of collaboration in research, with the aim of developing a guidebook for early career researchers including tips and advice for successful collaborations. working together, whilst being honest and realistic about the challenges that can arise. In the weeks leading up to the workshop, each participant conducted an interview with a senior researcher in their field asking them about their insights in and experience of collaboration. Also, throughout the workshop, participants shared their thoughts and experiences on collaborating with academic and non-academic partners, for instance success factors, challenges, cultural aspects, etc. This guidebook, therefore, is a result of the synthesis of the initial input from senior researcher interviews with input from participants based not only on their past experiences but also on what they learnt throughout the workshop while listening to invited speakers. I am confident that the quality of this guide will demonstrate what a great experience our doctoral researchers had and I hope it will inspire many others to work collaboratively. - Prof. Kurt Deketelaere, Secretary-General, LERU 3 Motivations for Collaborations We firstly asked our interviewees about their motivations to collaborate. Understanding these from the beginning would help to design and run the project to deliver the needs of all partners. In the diagram below, we have categorised the main reasons for collaborating. These are further elaborated by particularly significant comments gained from our research. B im ig pa ct ity tun d r o n p Op row a g to learn Ad rea dress pro l-lif ble e ms A i pp in mpo ly f te o rn r ta r gr ati nt an on ts al Different inputs on your topic Resources (money, data, samples, equipment) Work with the best people, wherever they are ce van ce d a n To scie e th d t an n men u F fill ful gn iti tf un pi Ke e din fun nti fy er ps ca re 4 g on Ide co G to ain a res cc ou ess rce s Re De ve lo pe Ga ski in ne rsp lls w ec and tiv es Push s darie boun c S pr om olv ob pl e le ex m s Number of post-it’s ing Build r ge a lar k or netw Opening Doors Suggestions for introducing yourself and your research to a mixed • • • • • • • • • • • • • • • • • • • • Focus less on the details of your research and place emphasis on the nature of the collaboration you are looking for to attract the right people. Interact with the audience, ask questions, tell jokes or get them to stand up. Be personable and enthusiastic – it’s contagious if you convey how interesting you find your work. Find something that everybody can relate to and start with it. Don’t use jargon! Talk about the skills you have as these may be valuable for other projects or ideas. Design simple visuals, but invest time in them so they are clear, appealing to look at and explain your work to a broad audience. Be concise in what you say and what is on the slides. Too much text or details can be distracting especially if they are inconsistent with what you’re saying. Be open-minded about who is listening as you might find collaborations in unexpected places – don’t turn down possibilities with pre-conceived assumptions about who will or won’t be interested. Imagine you’re explaining your research to someone in an elevator and you have until they get off to get them engaged. Encourage your audience to participate by asking for questions, ideas or collaborations. Use themes to interest people in related/similar fields. Mention topics you are interested in - research can be very specific and it can be hard to extrapolate the research project to wider skill areas or interests if these aren’t highlighted. People are interested in people, so share a personal moment with someone about yourself (i.e. a joke, being really passionate, a fun fact e.g. “I can’t draw!”; “I won the three minute thesis!”; “I’m excited to X!”) Think about what you want to achieve with your introduction and design it with this end in mind. What do your audience need to know to take the action you want them to? Practice your introduction with people from other fields so they can help you see what might spark an idea in someone else. Using keywords (such as data mining) to help others connect with you and remember you better. Keep in mind the impact of what you do and why you do it instead of technical details about how you do it. Have a few versions ready so you can adapt your introduction to the public and the room if you learn more about them before you present. Use your slide as a visual aid – design it to reinforce the key points you want people to remember. 5 Success Factors Six key success factors for collaborations were identified based on the interviews and our workshop discussions. These six success factors are listed below, along with the good practice to achieve them. Trusting relationships Meet face-to-face to foster personal connections Be ethical and responsible; create an explicit code of conduct from the beginning Transparency is key; all partners should have access to all data and materials where possible Avoid hierarchy of disciplines, and value other perspectives Be clear about your aims, and honest about your own skills and limitations Commit to the project Shared vision and clear goals Have explicit and transparent discussion of vision with all partners Clearly formulate goals and commitments Make an effort to get to know your collaborators’ key professional interests Don’t lose perspective of the collaboration objectives Understand each others’ backgrounds and motivations Value all members equally Clear and effective communication Establish a common language Have frequent communication with all members Plan meetings carefully and follow up afterwards Be thoughtful about choosing forms of communication Listen actively, and encourage all members to share opinions Openly discuss differences as soon as they arise 6 Mutual benefits Discuss the benefits to all parties Not everyone can get everything; seek fair compromises Build strategic alliances with collaborators you can benefit from Explore opportunities in your differences Discuss patents, intellectual property, and authorship Share knowledge and ideas Effective management and support Ensure common understanding of expectations, roles, and outcomes Ensure there is appropriate administrative and technical support Nominate a central contact or project manager Set and communicate clear, achievable deadlines and schedules Have regular face-to-face meetings to monitor progress Ensure files, data, and schedules are stored securely and ethically Positive team dynamics Be aware of power dynamics Actively listen to others’ inputs and concerns Keep a positive, engaged, and passionate attitude Engage in social activities together Be willing to work through personal differences Make a conscious effort to be inclusive Icon credit: Diego Mesa 7 Challenges of Collaborations Challenges will inevitably arise during collaborations. Some can be prevented during the design of the collaboration (light grey/white clouds) and solved through appropriate processes such as having a partnership agreement, implementing good practice and seeking advice from support services. Some can arise during the collaboration (grey clouds) and may not have clear guidelines when it comes to dealing with them. However, these may be addressed by the collaborators and managed. Some may be due to the fact that collaborations involve different people with different ideas, cultures and backgrounds (black clouds). These differences are inherent, and the only solution when these clash is to become aware of them and do your best to find a way to deal with them. No common vocabulary or language Language barrier, lack of communication or misconceptions, lack of transparency Mismatch of visions and goals, expectations, priorities and responsbility Problem with leadership, power dynamics and hierarchial structure Lack of team cohesion, motivation and committment No mechanisms for dealing with conflicts or lack of trust Cultural, social & political differences Clash of personality and lack of interpersonal skills Differences between disciplines 8 Learn from others, develop constructive feedback Learning skills and reflect and lack regularly of reflection, no feedback or negative feedback management Refer to partnership agreement, discuss and agree on publication/ Competition, outputs at the start lack of acknowledgement, lack of agreement on authorship and journal preference Start project with a plan and have good organisational skills Logistical problems, legal and ethical challenges, lack of planning and support Equality, diversity and inclusion Funding management and unfair distribution of resources Recruitment policies, respect of others, access to opportunities 9 Budget planning and support staff Support for Collaborations Collaborations are built around the expertise of researchers to address a specific problem. Professional services can offer support in many areas while you are developing your ideas. Involving services early is essential for getting the best out of this support. The figure below illustrates the types of services you may have access to and benefit from (in box), including relevant examples of each (outside box). FINANCE Support claiming of income from research funders, manage contractual and statutory compliance, audit and close of grants LEGAL/IP Ensure all partners are fully informed on relevant legal matters RESEARCH DATA FUNDING Provide support for writing data management plans and data sharing agreements Advise on identifying suitable sources of funding and writing applications Enable clear communication within projects to avoid potential conflicts with publications Fulfill funders requirements for grant applications Provide up-todate reports on best use of funding within projects Enable access to soft skill training Offer consultations on different international policies/laws to highlight cultural differences Enable legal agreements between partners Provide solutions for issues on noncompliance Help bring a product or service to market ETHICS COMMERCIALISATION Ensure ethical principles are respected throughout the project Provide support on commercialising a product or service 10 SKILLS & LEADERSHIP Offer researcher development workshops at all levels INTERNATIONAL PARTNERSHIPS Provide preagreement information on the differences/ similarities in policies governing the partners Partnership Agreements Diversity in collaborations brings many benefits, but also adds complexity. Increasingly funders and institutions are asking collaborative teams to work through partnership agreements to ensure that projects are set up effectively and with advance thinking about potential challenges. Although these agreements are designed to reduce problems, they can reveal certain sensitivities that lie beneath the surface. Recognising these and speaking honestly will help ensure the process of coming to agreement is positive and productive. The iceberg below summarises some of the underlying sensitivities that may be triggered when discussions about potential future problems take place. Success factors surrounding the iceberg can help reduce these tensions and keep positive engagement on track. “Is everyone ready to sign a partnership agreement?” Do we share the same research standards (e.g. ethics, data, etc)? Establish common research standards including advice from global research teams if needed Can we trust each other and function well as a team? Can we communicate effectively and manage conflict openly? Are we all equally committed and included? Agree on welldefined operating procedures and communication channels Agree a conflict management plan What happens when the project finishes? - To me? To the data? To the IP? In the publication? To the materials? How will we handle external pressures that influence the project? 11 Bring in expert external support to make a postproject plan Create an environment of goodwill, trust and open communication Partners Beyond Academia If your partners are from outside higher education institutions, you should expect them to approach research and collaborations with different motivations and viewpoints. If you understand these it can help avoid misunderstandings and build a shared vision for the project shared by all partners. Researchers may collaborate with various partners beyond academia – government, industries, charities, NGOs, health care, the creative sector and the public. Icon credit: Diego Mesa Approach all partnerships with a spirit of generosity and reciprocity Consider the differences in working paces when planning deadlines Preserve academic integrity against other motivations Find a common language, avoid jargon, define terms and clarify the relevance of the project KEY MESSAGES FOR WORKING WITH PARTNERS BEYOND ACADEMIA Be diplomatic and aware of political agendas and power dynamics Take into account data privacy and confidentiality Agree upon the legal rights of each partners (copyrights, IPR, artistic) Understand differences in vision, goals and motivations Involve the public not just engage 12 Recognize the diverse values that each partner can bring Cultural Dimensions “Culture is the collective programming of the human mind that distinguishes the members of one human group from those of another. Culture in this sense is a system of collectively held values.” - Hofstede, 1991 Although we have discussed many systems and processes to support collaborations, it is important to recognise other factors. Culture can influence behaviours and attitudes in many ways. Research collaborations will benefit from diverse cultures if time is invested in building understanding. When embarking on a collaboration, ask yourself key questions about how culture will affect your collaboration. Who is in charge and what does this mean? What might cause conflict in this work? What are the levels of (administrative) support for collaboration in your institution? What inspires you in this collaboration? What are the core principles, standards and ethics of your work? What is your view of the world? Are there any common misconceptions about you or your research that you’ve faced? How do you feel about challenging leaders? Are there any words that you use which might not mean what I think they mean? How do you deal with conflict? Who would be involved in writing the proposed published outputs, and what would these look like? How important are deadlines to you? What will you take responsibility for? What value does this project have to your career? What does rigour look like in your field? What worries you about the project? Reference Hofstede, G. (1991), Cultures and Organizations: Software of the mind, London: McGraw-Hill 13 Key Insights The interviewees provided deep insights into their experiences of collaborations and main themes were extracted on communication, motivations, benefits, team dynamics and challenges. Example quotes are presented below to illustrate the themes. Communication & Language Motivation & Interest Benefits & Outcomes “It’s very valuable to have a lot of people working on one particular project with different expertise [...] because one person cannot know everything so it’s good to have experts in their own fields coming together to advance whatever resource or primary research project.” - Dr. Marta Costa, University of Cambridge Team Dynamics & Trust Facing Challenges “It is also difficult when you work with people who don’t think like you. So it’s always important to focus on the science, the project and the people equally.” - Dr. Makoto Miyara, Sorbonne University “Who is into research is driven by curiosity in the first place, but also needs to consider that the ultimate task is to produce something more than personal knowledge, which is “shared knowledge”: in other terms as researchers we produce publications. Authorship and author’s position are important themes and have to be discussed.” - Dr. Thomas Langer, The University of Milan “In order to sit at the same table, you have to be interested what the others are doing and where they come from.” - Dr. Karoliina Snell, University of Helsinki “[A key challenge is] finding ways to improve together even when this implies having to accept partners’ conditions (i.e. study design, distribution of funds, dissemination of the results) or having a strong position to establish your own to reach a win-win collaboration.” - Dr. Esteve Fernández, University of Barcelona “What you have to do when you work with the collaboration is work out where you rub up against each other and try to make that a creative, positive thing rather than negative.” - Prof. Carol Brayne, University of Cambridge 14 “Collaboration projects have been the most interesting and rewarding pieces of work I have ever been part of, but also, some collaborations have been the biggest frustrations of my career.” - Prof. Mark Rehkämper, Imperial College London “Everything is bounded on good interpersonal relationships. That’s where it has to start. It’s driven by people and the right people.” - Prof. Jane Ohlmeyer, Trinity College Dublin “The collaboration enabled the access to various courses and conferences.” - Dr. Cristina Staub, Service Sans Soucis “Insights from more than one place...Two bits of information together are more powerful than separately and may help solve real-world problems.” - Dr. Isabel Fletcher, The University of Edinburgh “You learn to know people. You learn to know yourself, your limits, how much work you can handle. You learn to say “no”, when it’s not possible. And, you learn to be involved with others, that’s a key issue.” - Dr Elio Shijaku, University of Barcelona “There’s a very big gap between doing something for someone, or doing things together and just discussing things together.” - Dr. Karolina Pircs, Lund University 15 “There are some unwritten rules for collaborations in different cultures and you can’t fulfil them if you don’t know them. You have to discover those rules through conversations.” - Dr. Zsuzsa Kovács, Eötvös Loránd University “I’ve learned a huge amount about a completely new area which has been really good fun! [...] It has allowed me to diversify potential funding streams.” - Prof. Peter Nellist, University of Oxford “Throughout my career, I can say that the most fruitful moments of collaborations have been unorthodox formats like writing retreats, so everybody goes away for three or four days.” - Prof. Stéphanie Hennette-Cachez, University Paris Nanterre “You also have to feel that this is something that is beneficial for both partners. We get resources and possibilities to do other things. They also get a relevance and have the possibility to be in another context.” - Prof. Fredrik Tufvesson, Lund University “Usually international collaborations have higher impact and have been shown to be more citable.” - Prof. Sir Peng Tee Khaw, University College London “Perhaps most difficult things in collaborations are both the personal and methodical challenges: conceptual confusion can easily arise, whereas you both have to be clear with the other as well as flexible enough to keep a proper working relationship.” - Dr. Anniek de Ruijter, University of Amsterdam “We do science not because we are paid a lot of money for it, but because we actually enjoy it. And this includes people. So don’t make your life more difficult working with people you don’t like and find another way.” - Prof. Dr. Burkhard Becher, University of Zurich “Researchers should follow their interests. Ask themselves: ‘Who are the people at the edges of those disciplines that I could pull together?’ Develop an idea over a period of time and write a grant proposal.” - Dr. Keven Mitchell, Trinity College Dublin “The most important thing is to value the contribution of everyone, because progress sometimes comes in unexpected ways, from unexpected people.” - Prof. Michele Vendruscolo, University of Cambridge 16 Top Tips For more advice, seek out mentors and support services 1 Be open, visible and actively search for opportunities 2 Choose partners wisely (personally and professionally) 3 Choose a small number of collaborations and commit effort and time to them 4 Establish a joint vision from the start 5 Clarify the benefits for yourself and your collaborators 6 Find a common language and ask questions 7 Develop a clear sense of your role and responsibilities 8 Develop resilience and patience; don’t take things personally 9 Appreciate other ways of researching 10 Be prepared for changes and endings in the project 17 Do It Yourself The advice in this guide was gathered through over 50 interviews with experienced researchers from a wide range of disciplines and countries who were all happy to talk to doctoral researchers about their work. We hope this encourages you to have similar conversations with researchers in your own area of interest. To help, here are the questions our authors used. 1. Please state your name, current position and University 2. Please can you briefly describe your current research focus 3. What has been the value of collaboration to your career and your research? 4. What has been challenging about collaborating with others? 5. What did you do to help your collaborations be successful? These could include examples around trusting partnerships, shared goals and visions, communication, management systems, handling of conflicts or use of support services within your university. 6. What did you learn from your experiences? 7. Any particular advice you have for PhD students on how to get started? Additional questions that were not included in the interview protocol, but authors found useful to ask. • • • • • • • • • • • • How do you measure the success of a collaboration? What have you learnt from collaborations that have failed, and what would you do differently? How do you remain resilient when collaborations fail despite signficant investment of time and effort? How does funding influence how you start a collaboration and its scope? What have you done to help young researchers start a collaboration? Reflecting on past collaborations, how did your view of collaboration evolve? Do you have specific advice for underrepresented academics (gender, disability, social background, race/ ethnicity)? How do you say NO to collaboration opportunities without jeopardising the connection? How do you address conflicts when they emerge? What advice can you offer PhD students on how to handle conflicting messages from more senior individuals within the collaboration network? Can universities do more to foster early career collaboration? How do you end a collaboration? We hope that this guide gives you the confidence to ask the researchers around you for their advice and encouragement for research collaborations. 18 Acknowledgements Interviewees Prof. Agnieszka Rothert, University of Warsaw Prof. Andrew Patrizio, The University of Edinburgh Dr. Anniek de Ruijter, University of Amsterdam Prof. Dr. Burkhard Becher, University of Zurich Prof. Carol Brayne, University of Cambridge Prof. Catherine Lyall, The University of Edinburgh Dr. Charlotte Ribeyrol, Sorbonne University Dr. Cristina Staub, Service Sans Soucis Dr. Elio Shijaku, Universitat de Barcelona Prof. Dr. Els Stronks, Utrecht University Dr. Esteve Fernández, Universitat de Barcelona Dr. Eszter Voroshazi, IMEC, Leuven, Belgium Dr. Frédéric Suffert, Institut National de la Recherche Agronomique Prof. Fredrik Tufvesson, Lund University Prof. Guda van Noort, University of Amsterdam Dr. Isabel Fletcher, The University of Edinburgh Dr. James Tufano, Charles University in Prague Dr. Jan Šnajder, Sveučilište u Zagrebu Prof. Jane Ohlmeyer, Trinity College Dublin Dr. Janko Jankovic, University of Belgrade Prof. Jenny Taylor, University of Oxford Prof. Jérôme Meizoz, University of Lausanne Prof. Dr. Johannes Glückler, Ruprecht-KarlsUniversität Heidelberg Dr. Karoliina Snell, University of Helsinki Dr. Karolina Pircs, Lund University Prof. Dr. Kerstin Stahl, University of Freiburg Dr. Kevin Mitchell, Trinity College Dublin Prof. Dr. Laura Bieger, University of Groningen Dr. Leonardo Tondo, Harvard University Dr. Makoto Miyara, Sorbonne University Dr. Malu Gatto, University College London Prof. Mario Dell’Agli, University of Milan Prof. Mark Rehkämper, Imperial College London Dr. Marta Costa, University of Cambridge Dr. Melanie Waldenberger, Helmholtz Zentrum München Prof. Michele Vendruscolo, University of Cambridge Dr. Nici Zimmermann, University College London Dr. Nollaig Bourke, Trinity College Dublin Dr. Olivier Schwander, Sorbonne University Prof. Sir Peng Tee Khaw, University College London Prof. Peter Nellist, University of Oxford Dr. Rebecca Brauchli, University of Zurich Dr. Ross Puves, University of Zurich Prof. Sampsa Hautaniemi, University of Helsinki Dr. Sara Sattin, University of Milan Dr. Simon Smith, The University of Edinburgh Prof. Stéphanie Hennette-Vauchez, University Paris Nanterre Dr. Thomas Langer, University of Milan Dr. Wendy Symes, University of Birmingham Prof. Yuri Volkov, Trinity College Dublin Dr. Zsuzsa Kovács Eötvös Loránd University Speakers, The University of Edinburgh Mr. Alan Campbell Prof. Catherine Lyall Prof. Chris Ponting Prof. Chris Speed Ms. Claire Pembleton Mr. Dominic Tate Prof. Ian Underwood Ms. Imogen Johnston-Menzies Ms. Jessie Fubara-Manuel Ms. Katey Warren Ms. Kerry Miller Prof. Melissa Terras Dr. Rod Mitchell Dr. Sam Staddon Dr. Sara Shinton Mr. Stuart Dunbar Mr. Stuart Easter Organising Committee Antony Maciocia Emily Woollen Helen McMillan Jennifer Riley Sara Shinton Sarah Thomas 19 Notes 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