Aline Gomez-Acebo Finat’s Post

Using the science of #teams to conduct team #science https://lnkd.in/eMMyH-Aa The rise of team science has been one of the most fascinating and exciting developments across the sciences. Whether researchers are mapping the human genome and trying to understand cultural differences, larger collaborations have become the norm in modern science. In 1955, for instance, only 18% of the papers published in the social sciences were by teams, whereas by 2000 this number had risen to 52%. Shattering from the notion of individual genius, the rise of collaborative science is also linked to greater breakthroughs. Research papers and patents by teams were more highly cited than were those produced by solitary individuals—even after adjusting for the number of authors. This means that great teams—rather than individual genius—has become the key to innovation. Unfortunately, many people leading scientific teams know very little about how teams work. This means that teams are often floundering—or failing—far more than necessary. They suffer from poor communication, bad leadership, ill-conceived incentives, and even toxic cultures. Therefore, we decided to share some principles from the literature on cooperation and group performance that we have used when running these large scientific projects. We hope that anyone working in teams (especially large teams) will find these useful and encourage you to share them with anyone working on such teams. These are 5 key principles for leading large scientific teams and some concrete examples of how we implemented these in our own projects that we have written about in our latest newsletter: 1) Superordinate goals 2) Shared rewards 3) Clear communication 4) Inclusive norms 5) Identity leadership What are we missing? We welcome any suggestions for other principles worth sharing. https://lnkd.in/eMMyH-Aa

This marks my 8th research publication, focusing on macroeconomic linkages. Macroeconomic indicators and trade performance constitute integral elements of overall development in developing countries. The disruptions triggered by governmental policies, economic crises, and the pandemic, which have facilitated economic mobility, pose significant challenges for nations worldwide. I found this topic intriguing due to recent gaps and phenomenon. I hope this research contributes to the formulation of economic policies and serves as a contemporary academic reference for further research development. Full version can be accessed on: https://lnkd.in/g3R9tDjX I am open to collaborating on research endeavors you may propose. Let's collaborate!

Cross-pollination is a widespread phenomenon these days. While exploring this discipline, I found this fantastic article from Professor Lee Fleming in the Harvard Business Review, highlighting some exciting results of his research on that topic. Here are the most important ones: 🎯 Homogeneous teams yield high-average-value innovations with low variation, leading to fewer failures but also fewer breakthroughs. 🎆 Diversity in team members' fields decreases the average innovation value but increases variation, resulting in more failures but occasional breakthroughs of unusually high value. 📈 Combining well-established fields and including experts with deep knowledge in their fields are the main strategies to maximize the chances of breakthroughs and using interdisciplinary synergies.   #crosspollination #diverseteams #innovation #interdisciplinary #synergies   For the ones interested, here is the link to the full article: https://lnkd.in/et4-53ye

GAC recently held a webinar on the topic of Best Practices on Partnering with Universities, targeted towards chapter leaders. Panelists Dr. Alejandro Romero-Torres, PhD, PMP, SPC, Alfredo Armijos-DLC®, and Avree Bujaczek, PMP, discussed the value of a GAC-accredited degree, the benefits chapters receive from collaborating with universities with a GAC-accredited degree, and how GAC and chapter leaders can effectively collaborate. View the recording: https://bit.ly/49XRWbm

What does an effective research organisation look like? The prevailing approach to running a research strategy is a roadblock to realising strategic ambitions. Many research organisations are trapped in a paradox: they value decentralised decision-making but fail to align it with overarching institutional ambitions. This leads to a lack of coherence and inefficiency in achieving strategic goals. The solution lies in a 'three-tiered' approach, where integration between different levels of decision-making and strategic objectives is key. The top tier represents the institutional intention, setting the strategic direction. The bottom tier comprises individual researchers, the lifeblood of discovery. But what's usually missing is the middle tier – the effective systems and processes that integrate these two. This is essential for translating individual brilliance into collective impact. Without it, the potential of research organisations remains untapped, their ability to tackle complex problems low. This is not just about connecting different layers; it's about creating a flow of ideas and strategies. It requires a cultural shift, where the institution's strategic goals are not seen as constraints but as enablers of research. It demands systems and processes that facilitate networking, collaboration, and rapid learning and decision-making cycles. It's about viewing the organisation as a whole, understanding the interconnectedness of different parts, and how they collectively contribute to achieving the overarching goal. But achieving this is challenging. It requires rethinking traditional structures and processes, which often hinder rather than help. It involves breaking down silos, encouraging cross-disciplinary collaboration, and fostering a culture of shared purpose and trust. It calls for leadership that is not directive but facilitative, leaders who can guide, inspire, and integrate various efforts towards a common goal. Implementing this can transform research organisations into dynamic entities capable of responding swiftly to new challenges and opportunities. It can enhance their ability to address complex, multi-faceted problems by leveraging the diverse expertise and perspectives within the organisation. And it can create an environment where researchers feel aligned with the institutional goals, where their work is not just about individual projects but about contributing to something larger. In a world where problems require research is interdisciplinary and collaborative, this approach is not just beneficial; it's necessary. Any research organisations’ success depends on the ability to integrate decentralised decision-making with institutional ambition. Get in touch here to find out how we can help you drive this shift.

I love this article. It illustrates well the gap that automating low-experience tasks via AI can create in our talent pipeline. For all the efficiencies we can gain, if we lose this avenue of mentoring young and entry-level employees, we need to find another way of tackling this vital (but low-short-term-yield) task.

Glad you led off your post with the notion of ‘relationships through conversations’ and the reciprocity they bring. One grows on both sides of a mentorship opportunities! Your book, "Who You Know: Unlocking Innovations that Expand Students’ Networks" does such a great job of expounding on the importance of mentorship opportunities, especially on the equity issues concerning opportunities for a wider range of students. I hadn’t fully considered the issue of AI and impact it has on the type of entry level considerations needed that have been a component of mentorship opportunities. Thanks for your posting.

When creating a new program, dedicating time and resources to ideation is not just essential; it's a strategic imperative. Here's why: - Strength in Numbers: Ideating as a group harnesses the collective intelligence of the team. Each member brings a unique perspective, skill set, and experience to the table. The synergy of these diverse viewpoints unleashes a torrent of creativity that can propel a program to new heights. - Sparks of Innovation Fly in Dialogue: The power of dialogue fosters a rapid exchange of thoughts, allowing for the cross-pollination of concepts. What emerges is often more robust and refined than what any individual could conceive in isolation. - Shared Ownership, Increased Commitment: When a team collaboratively generates ideas, there's a shared sense of ownership. This shared commitment fuels motivation and dedication to turning those ideas into reality. It's a collective journey where everyone is invested in the success of the program. - Breaking Silos, Building Bridges: Group ideation breaks down departmental silos and encourages cross-functional collaboration. Fostering an environment where teams from different disciplines converge to brainstorm not only generates innovative ideas but also strengthens organizational cohesion. It's always fun to kick off the day with a dynamic group of interdisciplinary ideators. Thanks for spending your morning in The Badavas Center at Bentley University - David Szymanski Ryan Bouldin Laura Aiken, MBALaura Bentley Lisa Egan Sarah Morris MBA, MSOL Kartik Raman Michael Greis, CFA Liz Paushter, M.Ed., M.A.Bentley University Executive Education Zana Cranmer

LinkedIn, once a beacon for networking and skill showcasing, has sadly deviated from its original purpose. What was once a platform for mutual growth and knowledge exchange has transformed into a battleground of competition, rampant plagiarism, and a race to outshine others. In stark contrast, the essence of an MBA program lies in fostering structural thinking and nurturing future leaders through collaborative learning, peer support, and the application of frameworks as tools for problem-solving rather than as mere copy-and-paste solutions. However, the landscape of peer learning and educational dissemination has shifted towards individualistic pursuits, prioritizing self-growth over collective welfare and leadership development. The transition from a culture of collaboration to one of individualism is not merely a reflection of personal preferences but also indicative of broader societal shifts. AI and technology play pivotal roles in this transition, not as mere buzzwords but as catalysts for change management. Embracing these advancements requires a strategic approach to adapt and thrive in an evolving environment, where the focus remains on leveraging technology and fostering collaboration to drive meaningful change rather than perpetuating a culture of cutthroat competition and self-serving agendas. #leadershipexcellence #peerlearning #collaborations

Do your star people attract talented constellations? If you’re interested in what contributes to brilliant outcomes from #collaboration, read this article ⬇️. Some insights that lit up my thinking today: “We found that high-value team leaders tend to work with high-value collaborators, supporting the theory that star scientists attract talented constellations.” “…prominent leaders have access to, and are preferred by, collaborators with whom they share some expertise overlap, though a very high similarity makes the collaboration less favourable. “Some common language and goals are a strength, but too much overlap in expertise stifles innovation.” “…diversity of perspectives and skills enables discovery.” “When a star and constellation are well-matched, they produce higher quality research.” “…to identify the drivers of innovation and discovery, we should not allow our view of the entire sky to be eclipsed by a few very bright stars.” If you’re ready to explore the diverse star qualities in your team and harness that energy to boost collaboration impact, let’s talk soon. https://lnkd.in/gmbJAw_b