The Science and Practice of Team Science (2025) / Chapter Skim
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Pages 169-196
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From page 169... ...
. However, although invention reports and patents are important indicators of innovation, they have potential limitations in terms of evaluating team science across all fields.
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Research Awards Securing research funding is sometimes used as an output metric to evaluate a science team's success. Effective team science can lead to the development of new fields or lines of research that attract funding and inspire new sponsored programs or institutional strategic initiatives.
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. Therefore, although the ability to secure research dollars is a critical component of evaluating team science, it needs to be considered in the context of how these resources are used to achieve broader intellectual and societal impacts.
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These kinds of outreach activities become increasingly important to demonstrate the broader impact science teams can have on the community at large and to educate the public about new discoveries. Impact on Financial and Human Resources for Communities and Institutions When evaluating team science output, it is also crucial to measure and document the impact these efforts have on the institutions and communities in which the science teams operate.
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Therefore, by systematically tracking the development and evolution of c onnectivity among relevant parties, and their impact on science and on various communities, evaluators can better understand the role of team science in advancing scientific progress. Evaluating Broader Impacts Defining societal impact in research and academia goes beyond the tradi tional metrics of success, such as impact factor, publication counts, invited talks, and patents.
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. Effective team science can help address each of these societal challenges by accelerating advances in science and technology and developing practical and scalable solutions.
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. Evaluating a Science Team's Impact on Individual Members Psychological Impact Evaluating the impact of being part of a science team on an individual team member can involve several important dimensions (Tay et al., 2023)
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. Professional Networks Being part of a science team could significantly impact an individual scientist by broadening and diversifying their network of collaborators.
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. A key differentiator in hiring can be an individual's experience with complex collaborations in team science, such as inter- or transdisciplinary work, especially with teams that are geographically dispersed.
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. Collaboration and team science: From theory to practice.
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. Pearls and pitfalls of team science.
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. Mapping a research agenda for the science of team science.
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. Institutional culture is the key to team science.
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. Measuring collaboration and transdisciplinary integration in team science.
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. Scientific collaboration and team science: A social network analysis of the centers for population health and health disparities.
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. Interdisciplinary team science and the public: Steps toward a participatory team science.
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. Integrating team science into interdisciplinary graduate education: An exploration of the SESYNC Graduate Pursuit.
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This final chapter reviews the subjects discussed in the previous chapters and assesses needs for additional research specific to the science of team science. BEST PRACTICES The current literature on science teams indicates a pressing need for systematic empirical research to evaluate interventions in real-world team settings.
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In summary, supporting science teams through tailored approaches, well-integrated virtual tools, and robust research funding are essential for enabling effective and adaptable team science practices. These recommendations reflect the heterogenous configurations and complex dynamics of science teams, underscoring the importance of real-time research, a flexible methodology, and carefully chosen virtual collaboration tools to foster productive and resilient scientific collaboration.
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From page 189... ...
However, many institutions lack clear practices or infrastructure for facilitating such a holistic approach, and limited research exists to identify which specific supports are most effective in fostering successful team science environments. Institutional challenges, such as inadequate incentives for teamwork in promotion and tenure criteria, limited access to collaborative technologies, and lack of administrative support, can all hinder team performance.
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Finally, assessing the team's impact on individual members is crucial, as participation in team science can significantly affect career development, professional satisfaction, and future collaborative opportunities. Positive experiences within science teams can lead to personal growth, expanded professional networks, and improved career trajectories.
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Indeed, major funding bodies such as the National Science Foundation and National Institutes of Health emphasize the critical importance of team science in solving complex global problems, but the support needed to fund the study of science teams is lacking. This d isparity is problematic given the complexity of studying science teams, which requires both significant financial resources and specialized methodological approaches tailored to scientific collaboration contexts.
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192 THE SCIENCE AND PRACTICE OF TEAM SCIENCE Recommendation 6-1: Funders interested in supporting the conduct of science should prioritize research on, and provide sufficient funding for, the application of findings from the broader study of teams to the science context. Areas of prioritization may include but are not limited to studies that incorporate both qualitative and quantitative data to build empirical evidence about the science context and research evaluat ing institutional policies and supports for science teams.
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, a $6 million National Science Foundation–funded initiative launched to strengthen the university's capacity to advance positive societal impact through evidencedriven policy and practice. Burley regularly advises government officials and offers thought leadership at executive forums.
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DOROTHY CARTER is an associate professor of management in the Eli Broad College of Business at Michigan State University. Her research focuses on how leaders, teams, and larger multiteam systems can collaborate effectively to achieve shared goals in a variety of contexts including the military, space exploration, and team science.
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DEBORAH DIAZGRANADOS is an associate professor in the Department of Psychiatry at Virginia Commonwealth University's School of Medicine and the Director of Evaluation and Team Science for the Kenneth and Dianne Wright Center for Clinical and Translational Research. A leading expert in leadership and collaboration, her work emphasizes the d ynamic interplay of context and individual connections in fostering effective team work.
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Fiore's primary area of research is the interdisciplinary study of complex collaborative cognition and the understanding of how humans interact socially and with technology. He is the past president of the International Network for the Science of Team Science and past president of the Interdisciplinary Network for Group Research.
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