The SRA Symposium - College of Medicine

Abstract
Creating A Community of Research Administrators
Stephen W. Brabbs, BA, MS
Division of Research Development and Administration
University of Michigan
3003 South State Street
Ann Arbor, Michigan 48109-1274, USA
stewalt@umich.edu
Sally E. Sivrais, BA
Stephen M. Ross School of Business
University of Michigan
701 Tappan Street
Ann Arbor, MI 48109-1234, USA
sivrais@umich.edu
Carrie Disney
Institute of Gerontology
University of Michigan
300 North Ingalls Street
Ann Arbor, MI 48109-2007, USA
cdisney@umich.edu
The University of Michigan, along with most other major research universities in the country,
experienced a number of significant changes in the 1990’s. These changes, which include dramatic
growth in research volume, advancements in technology, and increased regulatory and compliance
requirements have had a profound impact on the administration of the research enterprise.
Research administrators received very little specialized training and frequently worked in isolation
with time pressures and with policies they often were not aware of but were expected to follow.
To respond to both internal and external changes, a core group of senior leaders at the University
decided to develop integrated programs to expand research administration, education, and training;
foster professional identity among research administrators; and nurture a sense of belonging
within the research community. This paper outlines steps taken to build a research community
and discusses efforts to sustain the culture. Interlocking activities have been put into place based
on the fundamental principals of how people learn (Beckhard & Pritchard, 1992) and the process
of creating change (Kotter, 1995). These efforts have developed a community which emphasizes
education, recognition, and collaboration.
Background
Papers
During the last fifteen years, the following factors have had an impact on the research enterprise at
the University of Michigan.
2005 Symposium Proceedings Book 61