n Is travel safe and convenient, or will each tripinvolve logistical headaches and considerableuncertainty?n How good are the channels <strong>of</strong> communication?Will you be able to talk by phone (or internet phone)easily? Is email between you quick and reliable?n Do I know the language <strong>of</strong> my potential collaborators?Do they know mine? Will we be able tocommunicate effectively both about science andabout the more subtle human factors that will beinvolved in a good collaboration—for example,knowing when to “push” and when to let theother person have some time to respond?n Will scientific papers be published in a languagein which I am not fluent? If so, how can I vouchfor the translation? How can I be sure my group isinvolved properly in the writing and in authorshipcredit? Do my collaborator and I start with thesame assumptions about credit, publishing, andauthorship?Although physical and technical factors areimportant, it is the human dimension that most<strong>of</strong>ten makes or breaks a collaboration. Beespecially sensitive to emotions that may be inplay under the surface, especially if there is animbalance <strong>of</strong> resources (e.g., money, reagents, oraccess to required sites or populations) broughtinto the collaboration by each partner. For example,if your collaborators depend on you for access toa population group, your partners may grow toresent you for how you control this “doorway,”and you may grow to resent them for regardingyou as a door! If you are in a large institute withgood access to reagents and equipment and yourcollaboration is with a very small, under-fundedfacility, you may grow to resent your partners fortaking liberties with your generosity and takingmore <strong>of</strong> your resources than they need. Beingaware <strong>of</strong> these imbalances and trying to maintainyour own sense <strong>of</strong> good will can be very useful inkeeping things running smoothly.Two key ingredients should be in place at theoutset <strong>of</strong> a long, stable collaboration: a sharedunderstanding <strong>of</strong> potential funding so that yourpartnership can survive the perhaps inevitable upsand downs in support, and at least one individualin the other lab who is as committed to theproject as you are and is willing to help push pastroadblocks that may arise.Before making a decision about a collaboration,consider all factors. A good collaboration cantake your research in a completely unexpecteddirection. A bad one can waste your energy anddemoralize you.SETTING UP ACOLLABORATIONSomeone may eventually ask you to collaborate,but if you are a beginning investigator, it is morelikely that you will need to approach a potentialcollaborator yourself. A collaboration, like manyQ u e s t i o nq&aIf a powerful person asks me to collaborate but the proposed partnership does not suit me,how do I politely decline?answerExplain that you do not have the resources at the moment to enter a collaborative project. Offer instead toprovide input and suggestions into the research and, if possible, suggest other people with similar expertisewho may be good collaborators.148 excellence everywhere
other types <strong>of</strong> interpersonal relationships, has n<strong>of</strong>ixed rules. However, there are some guidelinesyou can follow to ensure that the collaborationstarts <strong>of</strong>f on the right foot and proceeds smoothly(see “Personal Qualities <strong>of</strong> a Good Collaborator,”page 153).Approaching aPotential CollaboratorOnce you have identified a potential collaboratorand decided that you want to go forward, developan outline <strong>of</strong> your proposal for the joint project.Define in detail how you think you can complementeach other’s efforts.Send an Email. Make your initial contact with aninquiry designed to whet the other person’s appetite.Send a short email describing your researchin general terms and asking for the opportunityfor a conversation. Do not call on the telephonefirst—you do not want to put the person on thespot, and you do want to give him or her a chanceto find out more about you through personalcontacts or your scientific publications. It is a goodidea to use an informative email subject header,for example Understanding drug resistance invivax malaria, rather than an empty subject lineor one that could be mistaken for a scam, such asHelp a young pr<strong>of</strong>essor.Many people have set up their spam filters todelete mail coming from hotmail.com and otherpopular free web mail services. These filters rarelygive you any notice that your message has notgone to the intended reader.In your email, focus on the big picture and conveyyour enthusiasm. You must convince your potentialcollaborator that:n You have the expertise you claim.n You believe that he or she is the best possiblecollaborator for the project at hand.n Both <strong>of</strong> you stand to benefit from the collaboration.n The whole is indeed greater than the sum <strong>of</strong> theparts.Sometimes people will not acknowledge unwantedemails, so you may not hear back from a researcherwith whom you want to work. If that happens,following up with a paper letter may encourageyour potential collaborator to respond. Rememberto include your email address in any paper lettersyou may send.Some countries have become so associatedwith dishonest money-raising scams that it maybe difficult to get people to read any email orpaper notes coming from them. If you are in one<strong>of</strong> those places, you can enhance your note’schances <strong>of</strong> being read if you get to the pointquickly. A letter, printed on university letterhead,that begins…Dear Dr. Jones,Your recent papers on the evolution <strong>of</strong> virulencein African trypanosomes suggest an interestingparallel with a phenomenon I have observed in mylaboratory’s work on seasonal occurrences <strong>of</strong>leishmaniasis.…is more likely to be read than one that beginswith elaborate flattery, or comes in a handwrittenenvelope, or is typed on lightweight airmail paper.Be Informed. To make your pitch effective, youneed to be familiar with your potential collaborator’swork. Be sure to read the lab’s published papers.You will also need to have a clear idea <strong>of</strong> what youwant to do and the respective role each <strong>of</strong> you willplay.Your email should lead to telephone conversations.After that, a trip to your collaborator’s lab for aface-to-face meeting is <strong>of</strong>ten worthwhile, and youshould both look for opportunities to get together.The Collaboration AgreementUsing an Informal Agreement. An exchange <strong>of</strong>emails is usually sufficient to get a project underway. Before you actually start the work, however,it is best to develop and agree on a detailed writtensummary <strong>of</strong> your joint research plan. The planshould spell out:n The purpose <strong>of</strong> the collaboration.n The scope <strong>of</strong> work.n How, when, and in what format raw data willbe shared.collaboration149
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A R e s o u r c e f o r S c i e n t
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Table of ContentsVII119PrefaceChapt
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135 Chapter 10E x p a n d i n g Y o
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Q u e s t i o nq&aWhat Is a “Tenu
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preparing for immediate submission,
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Practicing the Talkn Practice your
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your one-on-one interviews you have
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If talking directly about money is
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When the institution responds and y
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equipment and supplies. Maintenance
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Q u e s t i o nq&aIs your instituti
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Working With Human SubjectsWhether
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RESPONSIBILITIES BEYONDTHE LABORATO
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UNDERSTANDING YOURINSTITUTION AND H
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Criteria for PromotionStructure of
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Q u e s t i o nWhat’s in a Name?q
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Screening ApplicantsWhen you review
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Interpersonal Skillsn How important
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Multinational Organizations are hir
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n If there is an office that handle
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n Seek funding and publish papers (
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In fact, even though you yourself h
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n Craft a statement that you feel c
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n When you delegate authority to so
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n Use only pens, preferably with wa
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Strategy sessionsShould you decide
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Finding Good Papers for Journal Clu
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If possible, invite people in your
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Q u e s t i o nq&aHow do I avoid po
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The International Committee of Medi
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Managing Conflictin the LabConflict
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steps for dealing with conflictWhen
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chapter 5managing your time“ Succ
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Check your work: the 90-year though
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n Make and keep appointments with y
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n Help them seek advice without tak
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FAMILY MATTERSMany scientists face
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chapter 6project management“ We m
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My project is to get a grant funded
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ObjectivesObjectives are the end re
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The key events schedule and the act
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Microsoft Project, a program that s
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Martin, Vivien. Managing Projects i
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appendix II: Example of a Work Brea
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appendix iv: Example of a Gantt Cha
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