1. Building Research Collaboration Kimberly Payne, PhD Associate Professor, Department of Pathology and Human Anatomy

2. What can organizational psychology tell us about interaction style and success? »Adam Grant ~PhD in Organizational Psychology ~Youngest tenured faculty (in his 20’s) and highest rated (5 years in a row) in Wharton School of the University of Pennsylvania ~Rated as one of top 25 most influential management thinkers ~ Author of two New York Times Best Selling Books ~Give and Take–Interaction Styles and Success

3. Nice Summary by Ryan Ziegler http://www.edisonpartners.com/blog/what-i-learned-from-adam-grant-and-his-book-give-take-%E2%80%93-part-i Giver, Taker or Matcher—How do these interaction style correlate with success »Takers ~Try to get as much as they can but without returning ~Take credit for other’s work ~Take advantage of Givers and take out other Takers ~Charm others to get what they want great at the interview

4. Nice Summary by Ryan Ziegler http://www.edisonpartners.com/blog/what-i-learned-from-adam-grant-and-his-book-give-take-%E2%80%93-part-i Giver, Taker or Matcher—How do these interaction style correlate with success »Matchers ~Their reciprocity style is quid pro quo ~Like “social accountants” or “karma police” ~View the world as dog-eat-dog

5. Nice Summary by Ryan Ziegler http://www.edisonpartners.com/blog/what-i-learned-from-adam-grant-and-his-book-give-take-%E2%80%93-part-i Giver, Taker or Matcher—How do these interaction style correlate with success »Givers ~Help others without strings attached ~Share knowledge ~Connect people ~Volunteer for the greater good and make others better at their own expense – but they don’t view it this way (and is it really?)

6. Nice Summary by Ryan Ziegler http://www.edisonpartners.com/blog/what-i-learned-from-adam-grant-and-his-book-give-take-%E2%80%93-part-i Giver, Taker or Matcher—How do these interaction style correlate with success »What is the interaction style of people who are least successful? »What is the interaction style of people who are most successful?

7. Nice Summary by Ryan Ziegler http://www.edisonpartners.com/blog/what-i-learned-from-adam-grant-and-his-book-give-take-%E2%80%93-part-i What separates successful from unsuccessful Givers? »Who and what do the successful Givers give to? ~NOT to Takers ~Purpose (Focus) to Giving–Counter example, from medical school applicants ~Knowing boundaries–put the oxygen mask on yourself first »How does this contrast to unsuccessful Givers? ~Their indiscriminate giving wears them out and often leads nowhere. ~Their ideas and energy get sucked up by Takers who don’t build on it (bad stewardship)

8. Purposeful Giving and Collaboration How do you decide? »Stewardship Issue ~When selflessness is NOT a virtue to counter the vice of selfishness ~You have been entrusted with your time and talent ~Your job is to make the most of it ~Sometimes this goes against what we think we have been taught

9. Synergy: An important principle in successful collaboration »Synergy: When what you achieve equals more than the sum of the parts. When together, you do something that could never be achieved by any member alone »Individual Synergy: Is there synergy with respect to each team member’s personal goals? »Project Synergy: Is there synergy with respect to the project itself? »Simply shifting resources from one person to another is not synergy. (This is where giving is a vice, an example of burying your talents—there is no increase—bad stewardship).

10. What about mentoring »How do you apply synergy to mentoring? ~Work toward a net gain. ~Do you have the experience or expertise that the mentee needs. If you do then you may be surprised the long-term synergy that can come from the interaction. If not, then is it really good stewardship for mentor or mentee time. ~Do it in a way that gives the most bang for the buck ~Do it in a way that promotes independence. Help the mentees develop skills in seeking your guidance for specific things, asking specific questions, looking for what it takes to be successful Only mentor those who can be mentored to independence otherwise this is simply another way of burying your talents.

11. What does each party need from the collaboration? How do you know what is important to other team members? Ask!

12. Benchmarks for research success and career advancement Abstracts? local, national, or international Papers? ~Numbers of papers (or “They can count but they cannot read.”) ~Impact on patient care (or “We can read but we cannot understand.”) ~Citations and other measures of impact-some stories from the trenches ~How long does it take to produce one Grants? Others?

13. Differences in benchmarks for success: equal is not equal »Clinician vs Basic Scientist »Abstracts? Papers? Grants? ~Can having another paper be a bad thing? Impact on patient career Lack of Focus Everything takes time »Different fields ~How many papers a year? »Different stages of career? ~Student vs Postdoc vs Faculty

14. Credit, acknowledgement, and effort of team members »Authorship ~First middle or last? ~Co-first and co-last ~Requirements for trainees to publish first author papers ~Requirements for faculty to have senior authorship ~Different schools and departments may have different criteria

15. Credit, acknowledgement, and effort of members of the team »Grants ~Principal investigator (PI) Essentially the project leader (coordinator) ~Co-Principal investigator (Co-PI) Project co-leader ~Co-Investigator (not the same as a Co-PI) Support role on the project If no percent effort (i.e. fraction of salary covered) grant reviewers are unlikely to take their help seriously ~Collaborator—common interest in a problem and a history of working together

16. What does each party need from the collaboration? How do you know what is important to other team members? Ask! What does each party bring to the collaboration?

17. »Diverse training and expertise—the goal is not to look for a clone of yourself but someone who can synergize with you and other team members. »Collaborations that look good on paper may not work in real life ~Relationship—the human factors ~Mutual respect ~Trust ~Shared goals