The Science and Practice of Team Science (2025) / Chapter Skim
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Pages 23-42
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From page 23... ...
The chapter also considers how key recommendations from the 2015 report have been implemented. KEY TAKEAWAYS FROM ENHANCING THE EFFECTIVENESS OF TEAM SCIENCE The committee for the 2015 report was charged with conducting a consensus study to recommend strategies for enhancing the effectiveness of team science and exploring factors that affect science team dynamics, effectiveness, and productivity (National Research Council, 2015)
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The committee identified interventions, focused on team composition, development, and leadership, that support teamwork and provide a route to enhancing team effectiveness. Other interventions can further enhance team science outcomes, such as improving virtual collaboration practices and technologies, revising promotion and tenure criteria to recognize team-based contributions, and increasing support from funding agencies to study the science of team science (National Research Council, 2015)
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BOX 2-1 Recommendations from Enhancing the Effectiveness of Team Science Recommendation 1: Team science leaders and others involved in assem bling science teams and larger groups should consider making use of task ana lytic methods (e.g., task analysis, cognitive modeling, job analysis, cognitive work analysis) and tools that help identify the knowledge, skills, and attitudes required for effective performance of the project so that task-related diversity among team or group members can best match project needs.
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8–13. IMPLEMENTING THE 2015 RECOMMENDATIONS: SUCCESSES AND CHALLENGES The 2015 report applied research on team dynamics from various other disciplines, including organizational behavior and industrial-organizational psychology to the context of science teams (National Research Council, 2015)
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Indicators of Success One of the primary purposes of the 2015 report was to increase the recognition of team science in scientific collaborations (National Research Council, 2015)
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These prominent programs in clinical and translational science focus on equipping researchers with essential skills such as communication, conflict resolution, and leadership, often using the recommendations from the 2015 report in their training and guidance.3 In addition, dedicated laboratories, such as the University of California, Irvine's Team Scholarship Acceleration Lab,4 focus on promoting and applying team science principles. Such programs help science teams develop by providing talks and lunch-and-learn sessions, creating collaboration plans, offering team science training toolkits, and consulting on grant proposals.
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For example, to improve translational science, FDA's Center for Clinical Trial Innovation13 promotes team science to improve collaborative effectiveness. Similarly, the Depart ment of Energy (DoE)
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One of the more difficult challenges, funding for the scientific study of science teams, has not been addressed. While sponsors fund science teams to conduct research and fund research on the science of teams more g enerally -- understanding team dynamics in organizations and the military, for example -- there is a significant lack of funding for the science of team science research (i.e., the scholarly examination of teamwork in science teams)
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COVID-19 The emergence of COVID-19 caused many changes in society, including lockdowns, social distancing, and working from home, all of which affected the way teams worked. The National Academies has released multiple reports on COVID-19 and its effects on education, transportation, community engagement, and other aspects of dealing with this major upheaval in society.15 From a team science perspective, arguably the largest impact during and following the pandemic has been in remote and hybrid workplace policies and the concomitant reliance on virtual communication tools to complete work (Karl et al., 2022; Woodruff et al., 2021; see also Rubinger et al., 2020, for a discussion regarding the changes to scientific research meetings and conferences)
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, key considerations for promoting effective team science. A McKinsey Global Survey of executives describes how COVID-19 had changed the digital landscape of companies: In just a few months' time, the COVID-19 crisis has brought about years of change in the way companies in all sectors and regions do business.
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Technology Generative AI tools, in particular, which were not widely available until after the 2015 report, could help advance scientific collaboration by assisting in some of the tasks that may be precursors to scientific progress, such as drafting reports and generating basic data analysis code to assist individuals and teams. In this sense, generative AI applications or agents may be viewed eventually as valuable tools or teammates in team science (National Academies of Sciences, Engineering, and Medicine, 2021)
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An additional research issue is whether these new capabilities are being implemented more broadly to improve aspects such as adherence to universal design principles in science teams, and, if so, whether they have produced the desired result. In addition to possible beneficial outcomes of technology use, many collaboration challenges can result.
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In conclusion, significant growth and attention in the field of team sci ence has led to numerous successes in the application of team science prin ciples and recommendations from the previous report (National Research Council, 2015)
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, Strategies for team science success: Handbook of evidence-based principles for cross-disciplinary science and practi cal lessons learned from health researchers (pp.
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. Insights from the virtual team science: Rapid deployment during COVID-19.
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. A framework for developing team science expertise using a reflective-reflexive design method (R2DM)
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. Enhancing translational team effectiveness: The Wisconsin Interventions in Team Science framework for translating empirically in formed strategies into evidence-based interventions.
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. A systems approach to enable effective team science from the internal research program of the National Center for Advancing Translational Sciences.
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These opportunities form the foundation of a healthy team science ecosystem and prepare individuals to collaborate effectively as members of science teams. The chapter also articulates a series of best practices that can be implemented throughout the life cycle of a science team to potentially improve team effectiveness.
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From page 42... ...
Building these equips individuals to contribute meaningfully, collaborate productively with others, and ultimately function as members of effective science teams, thereby driving the success of collaborative scientific endeavors. Team science competencies are developed in various ways.
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