Scientists who plan to partner on a research project should identify pressure points and consider a team charter at the outset.
Research collaborations are the lifeblood of science. But it is often challenging to build an inclusive partnership that stays firm in the face of conflict.
Once collaborators lose trust in or respect for one another, it can be difficult, if not impossible, to salvage the team, says sociologist Martin Gargiulo, who studies social networks at the INSEAD business school in Singapore. Team members should identify potential pressure points in advance to avoid collaborations breaking down irretrievably, he says. Holding regular, open discussions to ensure that everyone is still on board is also extremely helpful.
When collaborative teams break down, the outcome can be time-consuming and toxic. They can also initiate formal meditation, breach or research misconduct proceedings, that at the very least can become sinkholes (if not blackholes) for time and energy. This great Nature piece offers some strategies to avoid common problems and move constructively as a great team. A recommended read for all researchers, regardless of their career stage.
Some scholars back the idea of crafting a scientific ‘prenup’ agreement, or team charter, to clearly lay out roles, responsibilities and author contributions, and to establish processes for navigating conflict resolution. Although a charter might not be that useful in a project’s early stages, when people haven’t yet worked together, its main advantage is encouraging team members to have that conversation, says researcher Inga Carboni, who studies organizational behaviour at the College of William & Mary in Williamsburg, Virginia. They can then model how they will make decisions, address conflict and listen to one another, sharing strengths, weaknesses and preferred methods of communication, she says.