Evolving the Culture of Science and Training in Neuroscience to Meet a Changing World Proceedings of a Workshop–in Brief (2021) / Chapter Skim
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Evolving the Culture of Science and Training in Neuroscience to Meet a Changing World: Proceedings of a Workshopin Brief
Evolving the Culture of Science and Training in Neuroscience to Meet a Changing World: Proceedings of a Workshopin Brief
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This final workshop expands on many issues raised in previous workshops, including the importance of mental health and well-being in academic research; how to resist the legacy of white supremacy and support diversity in academia; and how to redefine what success means for neuroscientists in both academic and non-academic settings. "Today at the capstone workshop in the series, we hope to boldly imagine what an evolved culture of science and neuroscience could look like and discuss concrete steps toward that necessary change," said Taylor.
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Changing the Current Culture of Science and Training in Neuroscience: A Human-Centered Perspective "We often take for granted that our enterprise, both in science and discovery, is one about communicating ideas from one human being to another," said Kafui Dzirasa, the K Ranga Rama Krishnan Endowed Associate Professor at Duke University, with appointments in the Departments of Psychiatry and Behavioral Sciences, Neurobiology, Biomedical Engineering, and Neurosurgery.
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"Stressed people just don't do good work." In fact, research has shown that productivity declines as the number of hours worked per week increases, Urai added. Teaching Scientists to Be Excellent Mentors and Leaders Becoming a good leader requires a range of skills not commonly taught during the postdoctoral training period, said Widge.
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A traditional postdoctoral fellowship requires trainees to develop specific expertise while also becoming familiar with the broader neuroscience literature and learning to manage technicians, communicate with experts in other domains, and write grants and research publications, she said. Allowing some people to be generalists, who translate between these technical specialists, opens up opportunities for those who want to manage and coordinate research programs and provide a good research environment for others with expertise in specific domains, said Urai.
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Recognizing the Importance of and Challenges Related to Integrating Team Science into Academia Team science recognizes that scientific progress is achieved most effectively through one of a range of collaborative frameworks that harness the talents of people from many different backgrounds with diverse training, career levels, and perspectives, said Amy Bernard, director of science and technology strategy at the Allen Institute. The challenge, she said, is that these frameworks may not fit into traditional university structures, which more typically reward and support the progress of individual PI-level scientists rather than the science itself.
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Using Team Science to Drive Transformation and Help Institutions Address Challenges Related to Diversity, Equity, and Well-Being Welchman echoed Bernard's concerns about how a funder selects who will be on the team and what attributes will be used to select those individuals. "If we are really serious about changing the structure of science and moving it toward thinking about team-based contributions, maybe some of the attributes that we should be looking for at those early career stages relate to the ability to work on a team and the ability to contribute things other than just being the one hero," said Welchman.
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Welchman suggested replacing unrealistic expectations that each individual should be able to do everything -- come up with the ideas, run the experiment, do the analysis, produce beautiful artwork, and write eloquently -- with a model that tells trainees it is acceptable to be contributing to a project and working on a team. "I think this is a sure-fire way of increasing the sense of well-being that people have because you are recognizing the contributions that each individual person can make in a way that is open, fair, and constructive." Supporting Scientists in Diverse Career Trajectories to Strengthen Team Science Stronger support for a broad range of career trajectories is another essential component of team science, said Welchman.
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Envisioning Changes to Neuroscience Training Within a Broader Context In addition to transforming the culture of postdoctoral training in neuroscience, Krishnan noted that there has been a move in society to train people for careers that do not require a Ph.D. For example, he and his colleagues started a program in the west side of Chicago to train high school students from underprivileged backgrounds to know enough about computer science to operate and maintain an electronic health record.
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; Eisai Inc.; Eli Lilly and Company; Foundation for the National Institutes of Health; Gatsby Charitable Foundation; Janssen Research & Development, LLC; Lundbeck Research USA; Merck Research Laboratories; The Michael J Fox Foundation for Parkinson's Research; National Multiple Sclerosis Society; National Science Foundation (DBI-1839674)
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