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Multicultural
Relationships:
Working Across
Industries
PHOTOS (FROM TOP): AFRICASTUDIO/SHUTTERSTOCK.COM; UNIVERSITY OF GLASGOW
Academic researchers are increasingly venturing out of the
laboratory and into unfamiliar professional territory. The draw
might be a multidisciplinary project, industry collaboration,
or consulting. The new field might be government, law, or
even the military. To ease interactions with colleagues in other fields with different work environments, seven researchers
share what they’ve learned about productive, professional
cross-disciplinary relationships. By Chris Tachibana
A
cademic scientists have more opportunities than
ever to collaborate across disciplines through industry open innovation programs, translational science grants, and joint projects between scientists
and educators. But these interactions pull science professors
away from campus, with its student-oriented culture, tolerance of eccentricity, and relaxed dress code. Here we provide
guidance on expectations and norms in work environments
outside of academic science, from education to government
to industry.
education from experts like Jennifer Eklund, who has a science Ph.D. and postdoctoral training in education. At the Institute for Systems Biology in Seattle, Eklund works as a liaison
between researchers and educators working together to improve a science curriculum. The researchers also benefit from
the partnership, says Eklund: “They get exposed to education
theory and methods that can help with their own teaching.”
At the beginning of a collaboration with educators, academic
researchers “want to share both big ideas and minute details,”
says Eklund, “and often come in wanting to tell teachers what
to do.” She helps scientists have an impact by showing them
how their contributions can fit into a particular grade level and
match curriculum considerations such as the Next Generation
Science Standards that guide U.S. science education.
Eklund also offers scientists guidance about how to work
with educators, who tend use positive reinforcement in their
interactions with each other. “Teachers are used to a school
environment with students,” she says, “so they can sometimes
be taken aback by the direct criticism that is a part of the
culture of scientists.”
Lessons in law
Another department now common on campus is the technology transfer office. Commercializing results is a complex
process and researchers need the guidance of navigators like
Blaine Bettinger, who specializes in intellectual property at
Bond, Schoeneck & King in Syracuse, New York. Like Eklund,
Bettinger has a science Ph.D. and is a liaison between two
fields, in this case, science and law. Although an advanced
science degree generally doesn’t mean much to attorneys,
Bettinger says his biochemistry Ph.D. provides him with a
bond with his scientist clients. “They recognize me as someone
who went through the same trial by fire,” he says, “although I
jumped out and they stayed in.”
Bettinger says that scientists initially encountering intellectual
property law are struck by the formality, not only in dress but
also in language, compared with the laid-back atmosphere of
academia. Scientists who are used to openly and casually sharing their ideas must learn to communicate them in legalese,
which can be daunting. “Don’t be afraid to ask questions,” says
Bettinger. “A good patent attorney will be more than happy to
answer them.” Over time, Bettinger has learned to anticipate
the confusion and concerns of his inventor clients. Fortunately,
he says, “scientists are always excited about their ideas,” and
that enthusiasm can power them through the complicated patent process. continued>
Learning from education
Universities are places of learning, so academic scientists
might be inspired to contribute their knowledge and skills to
improving general education. However, they might not know
where to begin. A good starting point is an educational outreach program, where researchers get an introduction to K–12
“You will find it a shock
to be in an environment
where science isn’t the
most important thing.”
— Muffy Calder
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Inside industry
Blaine Bettinger
says that scientists
initially encountering
intellectual property
law are struck by the
formality, not only
in dress but also in
language, compared
with the laid-back
atmosphere of
academia.
Scientists who get beyond the patent stage might find themselves in yet another professional culture: the science-based
company. Expect a goal-oriented atmosphere with stricter
deadlines than academia, say industry researchers. Companies
ultimately must deliver products to customers and that bottom line influences the work culture, even at firms with strong
research departments. In addition, says Joan Greve, academic
scientists entering industry partnerships should be aware of
how much work is required to bring a product to market and
that it might never happen.
Greve worked for the biotech company Genentech for many
years, before and after earning a bioengineering Ph.D., and was
a scientific program manager at the Allen Institute for Brain Science, a nonprofit organization supported in part by Microsoft
cofounder Paul Allen. Greve is now applying this broad professional experience to setting up her own research group. She is
a new biomedical engineering faculty member at the University
of Michigan where she is studying preclinical medical imaging.
“Experiencing different work environments is a great way
to develop your own management style,” she says. “I learned
not from any one environment but from several: academic, forprofit, nonprofit, and flat and hierarchical structures.” Greve’s
personal management philosophy boils down to stating expectations up front, which helps people be prepared and efficient.
“The golden rule of management,” she says, “is no surprises.
Give clear expectations and be committed to open communication that goes both ways. This is something that can be
applied to any environment or workplace.” The website for
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Greve’s research group illustrates this principle,
telling potential members that she expects individual initiative from them and pledging ”ample
encouragement” in return.
Clear expectations are also the foundation
of a solid professional relationship between
academic and industry scientists, says Greve.
Especially important is setting up realistic
timelines and milestones from the start. This
gives everyone a sense of the project lifespan,
she says, especially university researchers
who might not realize how long it can take to
develop a potential medical device or drug. A
clear-cut plan can also help academic scientists
understand how crucial it is to stay on track by
producing agreed-upon deliverables on time.
Even for academic scientists who are not
considering industry collaborations, Greve has
advice from her diverse professional background. Training in leadership, budgeting, and
other practical skills should be a standard part
of a scientist’s training, she says. Faculty advisors can prepare their students and postdocs
for any career, says Greve, by training them to
“think like a leader. What is your mission and
how can you arrange day-to-day operations to
achieve it?”
Within the military perimeter
Lior Weizman echoes Greve’s points about
the long timelines of product development and
the importance of good team leadership, but his
industry experience is from a place that most scientists never
experience: the military. Weizman is an electrical engineering
postdoctoral fellow at the Israel Institute of Technology
(Technion) who did his conscripted service at Rafael Advanced
Defense Systems. First, he would like to correct a common
but incorrect mental image: he did not wear fatigues and
carry firearms at work. “I did my military service sitting in an
office at a computer,” he says, “and going to meetings in
which everyone freely expressed their opinions, just like in any
industry.”
Working for a military-related industry means adhering to
some absolute rules, though. Military scientists can’t work from
home, says Weizman, because classified materials must stay
onsite. Deadlines are strict, with no extensions. “In academic
research, if you miss a submission deadline, you can find another journal or conference or grant,” he says. “In the army,
other units are relying on your work so it must be done on
time.” The high level of professional cooperation and coordination, he says, is similar to any industry in which many groups
contribute to a joint project.
Weizman worked on imaging applications for Rafael and now
studies medical imaging. He finds that this dual background
helps him explain the motivation behind his research to
students and the public because at Rafael, he had to think
about how scientific theory could be applied to real-world
problems. Industry work also taught him the importance of a
well-functioning team. Now in a position to recruit students,
Weizman says that although he considers their grades, the
most important quality he wants in a coworker is the ability to
get along with others: “knowing how to negotiate, share ideas,
and work side-by-side with other people.” continued>
PHOTO: COURTESY OF GRZEGORZ WICHE
Vikram Jandhyala recalls his first encounter with research commercialization as, “like
going back to school for a few days—a great
learning experience.” Jandhyala is a former
chair of electrical engineering and the incoming vice provost for innovation at the University
of Washington. In 2006, he commercialized
cloud-based software for electromagnetic
simulations that was developed by his research
group. Jandhyala worked with experts from the
university commercialization center, who taught
his group best practices for intellectual property
protection including how to present and publish
their results. Incorporating this new work style
had a steep learning curve, he says, but several
factors helped. His postdocs and students were
eager to become entrepreneurs. Also, the initial
research had an applied orientation because it
was funded by DARPA, which Jandhyala says,
“drives projects in startup mode, with people in
teams and providing monthly project updates.”
For researchers preparing to work with patent
attorneys and especially venture capitalists,
Jandhyala advises being prepared for a cold,
hard evaluation of your potential product. “With
funding as it is, faculty members are used
to people saying no to them,” he says. “It’s
the same when you raise funds for a startup.
What’s different is the directness of potential
investors telling you your idea is not market
ready. But these people are doing you a favor,
telling you to change your technology early so
you develop the right product for your customers.”
sciencecareers.org SCIENCE
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University of Glasgow
www.gla.ac.uk
principal and head of the College of Science and Engineering.
Researchers often confuse two different aspects of the
government-science relationship, says Calder. The government
uses science to inform policy and advising in that area is
Calder’s job. A separate governmental role is supporting the
conduct of science, for example through research funding. In
dealing with people in government, advises Calder, remember
that informing policy and funding research are different
concerns.
In approaching policymakers, Calder advises a little mental
reorientation. The best advice she received before starting her
national position as scientific advisor was to expect a work
culture that doesn’t revolve around your research. “You will find
it a shock to be in an environment where science isn’t the most
important thing,” she was told, “and you won’t only talk with
scientists.” Don’t worry, though. Civil servants are exceptionally
collegial, she says, and strongly committed to working together.
In government, you’re in a politician’s world, so adapt to
their perspective. “Understand the problems that people
in government are trying to solve,” says Calder. “Don’t just
tell them your results, but help them find solutions for their
problems.” Remember that politicians must justify their
positions to voters and stating, “This is supported by scientific
evidence,” is generally not convincing. Calder says, “We need
scientists to not only present evidence to politicians and civil
servants, but also help them to explain findings and policies
based on that evidence.” University of Michigan
www.umich.edu
The secret to multicultural relationships
Featured Participants
Allen Institute for Brain
Science
www.alleninstitute.org
Randy Olson
www.randyolsonproductions.
com
Blaine Bettinger
www.blainebettinger.com
The Scottish Science
Advisory Council
www.scottishscience.org.uk
Genentech
www.gene.com
Institute for Systems
Biology
www.systemsbiology.org
Israel Institute of
Technology
www.technion.ac.il/en
Rafael Advanced Defense
Systems
www.rafael.co.il
University of
Washington Center for
Commercialization
depts.washington.edu/
uwc4c/
In the halls of government
Even scientists who remain strictly within their academic
department can’t avoid intersecting with the government. For
one thing, research funding is driven by national and global priorities about health, energy, climate, and other science-related
fields. Some scientists interact even more closely with the government through contract work or as expert consultants. Fortunately, university researchers have a built-in training program
for government work: administration.
Muffy Calder is a professor in computing science at
the University of Glasgow and chief scientific advisor for
Scotland. Serving as chair of her professional association
was an excellent introduction to her advisory work, she says:
“I learned about the process of government consultations
and how to explain the contributions of my discipline to
government policies.” She was also dean of research for
the College of Science and Engineering, which gave her
broader exposure to the strengths and challenges in different
scientific disciplines. “It was an excellent preparation for
my role in government,” she says. “It prepared me for being
an advocate for all of these areas.” Calder will bring her
government experience back to academia this year, when
she returns to the University of Glasgow full time, as vice
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For experience in cross-disciplinary relationships, no one
can beat Randy Olson. In 1994, he left a tenured marine
biology position at the University of New Hampshire to
become a filmmaker. Now, in addition to making films, he
writes books, gives talks, and holds workshops on science
communication. Olson’s advice for scientists who want to
build a solid relationship with people in a different professional
field is, of course, that communication is crucial. But
science communication is more than just knowing how to
market yourself and having a message. Too much science
communication advice focuses on the icing and skips the cake,
says Olson. The icing is quick tips about being concise and
getting people’s attention. “The cake,” says Olson “is listening.
Really listening is the core of communication. The academic
world doesn’t train us to listen. The academic world trains us to
lecture.”
In fact, Olson’s advice encapsulates the single message that
emerged from all the experts in multidisciplinary interactions:
Take the focus off yourself. Listen to your colleagues, consider
their background and perspective, and recognize and respect
their knowledge, skills, and experience. Think about your team,
your common goal and how you can contribute to getting
stuff done. And don’t forget to have fun together, adds Greve:
“Science is hard. You have to celebrate success.”
Chris Tachibana is a science writer based in Seattle, USA, and
Copenhagen, Denmark.
DOI: 10.1126/science.opms.r1400145
Read the sequel on multicultural relationships
in the October 3, 2014 issue.
PHOTO: BY BRIAN KRAATZ
Faysal Bibi
Jennifer Eklund helps scientists
have an impact by showing them
how their contributions can fit
into a particular grade level and
match curriculum considerations
such as the Next Generation
Science Standards that guide
U.S. science education.
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