Training Scientists to Make the Right Moves - Howard Hughes ...

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Chapter 2 OBTAINING SUPPORT AND ASSEMBLING A PLANNING TEAM In This Chapter Taking Stock It’s Okay to Start Small Obtaining Buy-In from Your Organization Assembling a Planning Team Collaborating with Another Organization Communication Within the Planning Team Building in Evaluation TAKING STOCK After you have identified the people you want to reach and their training needs, the next step is to paint in broad strokes the kind of program you want to offer. Take a look around you and see what is readily available in terms of people and resources to support your effort. One approach to this task is to conduct an informal inventory of resources that are available on campus if you are at a university or at your annual meeting if you are with a professional society. Consider the following: Scientists and administrators who could advocate for the program and serve on the planning team University or professional society divisions that would support the initiative Physical space—location, size, technology features, catering facilities, cost Expertise and communication skills of possible speakers Evaluation expertise Funding avenues Potential collaborators List the resources you find. From there, expand the list by checking your organization’s Web site, making some phone calls, meeting with colleagues in person, and using e-mail as both a bridge to and a follow-up of calls and meetings. IT’S OKAY TO START SMALL Now, step back and reevaluate the feasibility of your idea. You may find that you will have to narrow your focus a bit. Developing a training program in scientific management can be an ambitious undertaking. In many cases, it may be better to start small—for example, a single-session event at a university or a part-day workshop at a professional society meeting—and learn from the process. Planners who have been through the learning curve recommend beginning with a “manageable mouthful.” Once you have mastered the basics, you can expand your offerings. In addition to simplifying your task, starting small may make it easier to obtain support from your organization’s leadership. 9
Training Scientists to Make the Right Moves Jump in and Begin Planning Your Event At a Glance “” QA At a Glance “Don’t make it so complicated; just jump in and do it. The first one may not be perfect, but you learn from doing it. A multisession symposium is immensely more complicated than a single-topic or less ambitious event. For your first session, start with something modest.” —-Philip Clifford, Medical College of Wisconsin “If your [training event] requires too many resources, there will be all kinds of barriers and questions. I always tell the society it’s a pilot study, not a lifetime investment, and we’ll reevaluate it in three years. Get your pilot data, then go for something bigger.” Chapter One —Amy Chang, American Society for Microbiology My department chair has given me the task of organizing a small lab management workshop for postdocs at my university. I have a general idea of what the topics will be and what the session should accomplish. But all the rest of the details involved in planning the workshop are daunting.What sections of this guide should I read? You may want to focus on the following sections and chapters: Chapter 2: “People Who Can Help,” page 16 Chapter 3: “Determining the Date,” page 22; “Developing a Timeline,” page 24; “Choosing the Location,” page 25 Chapter 4: “Thinking Through Some Budget Details,” page 31; “Avoiding Conflicts of Interest,” page 35; “Tips for Cutting Costs,” page 36 Chapter 5: “Fine-Tuning the Agenda,” page 39 Chapter 6: “Finding and Working with Speakers,” page 47 Chapter 7: “Recruiting and Registering Participants,” page 55 Chapter 8: “Strategies for Keeping on Track,” page 64; “Meeting Space,” page 66; “Training Materials and Giveaways,” page 70; “Troubleshooting: Develop a Contingency Plan,” page 72; “The Run- Up to the Event,” page 73; “The Day of the Event,” page 75 Chapter 9: “Evaluating the Training,” page 79 Remember, this guide is a collection of ideas and advice from organizers of training events—large and small. Go into whatever depth you need on the topics that apply to your situation. In addition, you may want to take a look at the sample letters, registration forms, logistics checklists, and other training resources available at http://www.hhmi.org/labmanagement. 10
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Page 10 and 11: PREFACE In July 2002, the Burroughs
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