At the Helm: A Laboratory Navigator
Newly appointed principal research investigators have to recruit, motivate, and lead a research team, manage personnel and institutional responsibilities, and compete for funding, while maintaining the outstanding scientific record that got them their position in the first place. Small wonder, then, that many principal investigators feel ill-prepared. In this book, a successor to her best-selling manual for new recruits to experimental science, At The Bench, Kathy Barker provides a guide for newly appointed leaders of research teams, and those who aspire to that role. With extensive use of interviews and a text enlivened with quotes and real-life examples, Dr. Barker discusses a wide range of management challenges and the skills that promote success. Her book is a unique and much-needed contribution to the literature of science.
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Building a Lab Culture
Meetings and Seminars
Using Computers to Organize the Lab
COMMUNICATION AS THE GLUE
Communication with Your Lab
The Pleasures and Perils of Diversity
Working with a SecretaryAdministrative Assistant
CHOOSE YOUR PEOPLE
Choose Your People
The Hiring Process
The Effective Interview
STARTING AND KEEPING NEW LAB MEMBERS
Getting Off to a Good Start
Training Lab Personnel
Mentor to All?
MAKE RESEARCH THE FOUNDATION
Setting the Course
ORGANIZING THE LAB TO SUPPORT THE RESEARCH
Gender Is Still an Issue
Learning through Conflict
Stress and Depression in Lab Members
DEALING WITH A GROUP
Maintaining Personnel Equilibrium
I Should Have Done It Sooner
Violence in the Workplace
FOR THE LONG RUN
As Your Job Changes
Having It All
able academia academic applicants behavior bench biohazard burnout candidate career CHRISTIANE NUSSLEIN-VOLHARD Cold Spring Harbor collaboration colleagues communication companies deal decision discuss e-mail employee example expect experiments feel funding give goals graduate grant hire HMS Beagle http://nextwave.sciencemag.org http://www.thescientist.com Human Resources ideas important individual institution interactions interview journal club keep kind of science lab culture lab meetings lab mem lab members lab notebook lab workers laboratory leave letter listening look mentor motivation negotiation nonverbal communication organization paper person Personal information managers personnel postdoc priorities problem programs protocols questions reagents relationship responsibility Rockefeller University running a lab Science's Next Wave scientific scientists secretary sexual harassment situation someone speak stress success talk tasks teaching technician things tion understand usually visa write York
Page 110 - Both literally and figuratively, her "feeling for the organism" has extended her vision. At the same time, it has sustained her through a lifetime of lonely endeavor, unrelieved by the solace of human intimacy or even by the embrace of her profession. Good science cannot proceed without a deep emotional investment on the part of the scientist. It is that emotional investment that provides the motivating force for the endless hours of intense, often grueling, labor.
Page 32 - The scheme of thought I have outlined in this third lecture explains the balance of faculties that should be cultivated in scientific research. Imaginativeness and a critical temper are both necessary at all times, but neither is sufficient. The most imaginative scientists are by no means the most effective; at their worst, uncensored, they are cranks. Nor are the most critically minded. The man notorious for his dismissive criticisms, strenuous in the pursuit of error, is often unproductive, as...
Page 265 - ... day • markedly diminished interest or pleasure in all, or almost all, activities...
Page 16 - I pray you to thank the Minister, and to inform him that I do not in the least feel the need of a decoration, but that I do feel the greatest need for a laboratory.
Page 107 - specialty occupation" as one which requires the theoretical and practical application of a body of highly specialized knowledge, and which requires the attainment of a bachelor's or higher degree in the specific specialty (or its equivalent).
Page 117 - What was peculiar to it was the fact that Dr Avery never asked anyone to do anything. In fact, he almost urged people not to do too much. Of all the persons I have known in science, he certainly was the man who most was concerned with thoughts, long thoughts and...
Page 20 - ... optoelectronics" — as they are with hard numbers measuring market share, productivity, or ROI. The more holistic approach to knowledge at many Japanese companies is also founded on another fundamental insight. A company is not a machine but a living organism. Much like an individual, it can have a collective sense of identity and fundamental purpose. This is the organizational equivalent of self-knowledge — a shared understanding of what the company stands for, where it is going, what kind...
Page 145 - It is amateurs who have one big bright beautiful idea that they can never abandon. Professionals know that they have to produce theory after theory before they are likely to hit the jackpot.
Page 166 - Burnout is not a problem of people but of the social environment in which they work. The structure and functioning of the workplace shape how people interact with one another and how they carry out their jobs. When...