TRIPLE HELIX noms.pmd

W-19Fostering Team Science:Innovative Leadership Practices in NSF Industry / University ResearchCooperative CentersEric Sundstrom, University of Tennessee, USAScientists increasingly address complex, technological problems through interdependent, collaborative research teams, inwhat has become known as team science (Boardman & Gray, 2010; Stokols et al., 2008). Scientific collaboration has grown,especially in the last 30 years; multi-author publications now out-number single-author publications in some fields (Jones,Wuchty & Uzzi, 2008). Triple Helix organizations - for government-led, industry-university cooperative, scientific research (Etzkowitz,2008) - incorporate and capitalize on team science (Gray, 2008; Gray & Sundstrom, 2009; Sundstrom 2009), toward creatingtrans-disciplinary knowledge.This paper describes innovative leadership practices designed to fostering team science in one Triple Helix organization - theU.S. National Science Foundation (NSF) Industry / University Cooperative Research Centers (IUCRC) Program. Of many facetsof an IUCRC Director's complex leadership role (Gray & Walters, 1998), we focus on fourkey areas for team science: 1)delineating the Center's mission; 2) structural support for team science; and 3) creating opportunities for informal networking.After outlining forms of team science in NSF IUCRCs, we describe current Directors' practices in each area to facilitate teamscience at their Centers.Team Science in NSF IUCRCsStarting in the 1970s NSF has offered small grants to IUCRCs for pre-competitive, scientific research into selected technologies,with guidance, oversight, and on-site evaluation (Gray, 2008). University scientists conduct collaborative research, funded anddirected by a board of member organization representatives. In 2009 the program partly funded 44 IUCRCs operating from ??university sites, with 685 industry memberships (Gray & McGowan, 2009). A typical IUCRC had 2 or 3 University sites, 19industry members, and 16 scientists from multiple disciplines.A multi-University IUCRC involves team science via collaboration at 4 levels: 1) project teams; 2) multi-project research groups;3) University site management teams; and 4) the Center's multi-University executive team and Industrial Advisory Board comprisedof member representatives.Delineating the Center's MissionCross-discipline, inter-institution collaboration. Extending the usual, cooperative mission, one Center adopted "multi-disciplinarydiffusion of knowledge" as a purpose, for knowledge-sharing between health science practitioners and scientists. Anothersought to build an international, "leading-edge" testing laboratory to attract scientists from industry member organizations forresidential research projects at one location.Developing "human capital." Some Centers expanded their development missions to the "human capital" (Boardman, et al.1999) represented by scientists' careers and capabilities, both as technical contributors and leaders, and to improve theircollaboration readiness.Structural Support for Team ScienceFinancial incentives for inter-institution collaboration. One IUCRC Director dedicates a budget from the NSF award (not industrymembers' funds) for inter-institution projects, and encourages multi-year proposals. (Many other Directors encourage scientiststo apply for NSF matching funding for inter-IUCRC projects.)Multi-disciplinary degree & certificate programs. One Center supports multi-discipline research groups through formal, interdepartmentdegree programs for graduate students and - for scientists - formal, interdisciplinary certificates.Computer-based tools for teamwork. One IUCRC has developed and made available a suite of electronic tools for teamwork,including: a) meeting tool that creates a link to a meeting website, enables presentations during meetings, stores meetingdocuments like agendas and minutes; and records members' feedback; b) action item tools that created an electronic "to do"list, and generates project e-mail, including "auto-nags"; and c) paper review tool that uploads scientists' proposals and manuscripts;generates e-mails to reviewers; stores reviews and comments; and enables revisions. Together these tools make team sciencemuch more efficient.Creating Opportunities for Informal NetworkingField trips at annual Center meetings. To maximize informal, personal contact in relaxed informal contexts (toward enablingBDIs - "beer-derived ideas"), one Center organizes field trips bus-rides to locations for "hands-on" cooperation and overnightstays.Center poster sessions. Adopting a practice from professional conferences, several IUCRCs conduct members-only postersessions where scientists and their graduate students present research projects to member representatives. These sessionsinvolve appetizers, drinks, and sometimes "best poster" contests with creative prizes.At NSF IUCRCs and other Triple Helix organizations, leaders can adopt these and other practices to foster team science.Madrid, October 20, 21 & 22 - 2010323