Philosophy
science
Science is awesome.
awe·some
/ˈôsəm/
adjective
extremely impressive or daunting; inspiring great admiration, awe, apprehension, or fear.
extremely good, excellent.
At its best, science provides us with an opportunity to form original thoughts and discover if they are valid. To know something first, before anyone else. To explore ourselves and our ideas in a privileged and forward-thinking culture. At its worst, science defeats us. We invest ourselves in it wholly, with all our effort, and feel dissapointed in the result. It is my goal to maintain a lab culture that enriches the experiences of joy in science and minimizes apprehension and fear. This culture is established by building a research program guided by ideals of what science can and should be.
Direction
We can study anything. Choosing what to research, and ultimately what to invest ourselves and our time into, is critical for success and satisfaction. Establishing a research direction can feel daunting. I see it as an opportunity to fundamentally examine (and re-examine) the intentions and goals of our work.
First, I seek to design research projects for impact & contribution. Critical to this effort is understanding how the data we create will be used and how we can maximize our reach. Hypothetically, when we complete a project perfectly, how will the final product be used and by who? Whenever possible I seek to design our approach to increase impact.
Second, I look for the passion behind the project. Passion is critical for success, it makes us question our results, focus our efforts, and push our thinking. I try to understand the passions of researchers in my lab and guide them toward following those passions in their work.
Lastly, I establish project feasibility — not whether we should do a project, impact and passion decide that, but how we can design the project with benchmarks and safeguards to keep us from failing needlessly.
Discussion
To refine and improve our research we must share our data, thoughts, ideas, and goals. To be productive this process must be open, supportive, and constructive. I am dedicated to listening to my lab members to improve their work through discussion, and I expect the same effort from everyone that works with me. Everyone struggles with different aspects of forming and articulating their ideas and the lab should be an environment where members improve these skills. I am also committed to interfacing with the public and engaging in outreach to explain our results, as well as the results of peers, clearly and honestly. I believe science outreach is the responsibility of all researchers and I encourage everyone to participate.
Data
Always ask to see the data. The easier data is to find, reference, and understand the better. I prioritize systems to enhance data transparency and accountability and I am always eager to learn and adopt new methods for this process. Our houses of knowledge are built on bricks of data. It is to our benefit that we do not build on shaky foundations. I always ask to see the data.
mentorship
Mentorship is a mutual effort to realize a mentees goals. I have been the beneficiary of immense mentorship throughout my career. From these experiences I have met my own goals and developed the tools necessary to help others achieve theirs. I have provided mentorship to trainees and peers throughout my career. For me, mentorship is a fluid and personal experience. A rote formula for addressing the myriad complexities of any individual person ignores the significant social currency needed for this process. Instead, I strive to apply three tenants to all interpersonal relationships, including the important responsibility of mentoring others.
Set Expectations
Mutual development of expectations is the cornerstone of any relationship. As a mentor I strive to mutually establish a set of expectations and priorities with mentees. I then work to revise and update these expectations on a regular basis. Clearly stated expectations head off disappointment, confusion, and miscommunication – issues that can degrade the trust between two people working toward a common goal.
Communicate Openly
Interpersonal relationships cannot be healthfully maintained without clear and open lines of communication. When supporting a mentee toward their goals I have found that obstacles are most easily hurdled through asking questions and listening. This view is often met with skepticism, as the demands placed on leaders seemingly requires authoritarian communication. However, I have found this is rarely necessary when communicating openly in an environment with established expectations. Strained communication leads to fear, doubt, and apprehension – emotions that only serve to slow a mentees progress and motivation. Maintaining professional and ethical conduct at all times keeps mentorship relationships safe and productive.
Foster Integrity
In any interpersonal relationship trust and honesty are an essential fabric. This fabric is disrupted when we attempt to hide or obfuscate failures. Failure is embarrassing, frustrating, and an unavoidable aspect of life. In academic research settings the emotions surrounding failure are often amplified. For this reason, I strive to always acknowledge failures for what they are, teachable moments that provide insight on how best to guide mentees toward their goals. In addition, I seek to lead by example, admitting to my own failures and disclosing my motivations. In this way I strive to foster a mentoring environment where honesty and integrity are not just ideals but realities achieved through practiced effort.
belonging
Diversity is a strength, inclusion is a right, and the feeling of belonging is an essential human need. Every person’s life experiences and challenges are unique and not always visible. I have been fortunate in my life to meet, befriend, mentor, and be mentored by a broadly diverse group of individuals who have helped me develop my sense of responsibility as an ally to others. My goal is to provide every person with space to openly express themselves, as I listen and learn how I can best support them in professional and personal contexts.
Academia is a global enterprise and yet it remains exclusionary to individuals prejudiced by their gender, race, culture, ethnicity, nationality, skin color, sexual orientation, and disadvantageous life circumstances. I pledge to use my leadership and influence to foster inclusivity. I welcome, seek out, support, and protect diverse viewpoints, backgrounds, and experiences.
In the Laboratory
The effort of scientific research brings with it feelings of self doubt, skepticism, and stress. Our lab culture should alleviate, not contribute to, those feelings. As a lab head, I ardently seek out and support a diverse team of individuals. I do so to purposefully establish a lab culture centered around inclusion. Diverse viewpoints and experiences foster an environment where inclusion is the norm, rather than an afterthought. It is, however, insufficient to assume diversity begets inclusion and belonging. I actively participate, with constant attentiveness and effort, to maintain inclusivity in my lab. This requires guidance and correction of inconsiderate, ignorant, or intolerant behaviors among lab members. In fostering this space I hope that every individual in my research group will feel a sense of belonging. I will implement the following practices to foster the environment I envision:
Our lab is an environment where every member should feel respected and valued. To enforce this expectation I provide a guide for lab members that details my expectations, outlining how continued membership in the lab is dependent on professional conduct and respect toward fellow lab members. To support this document I request anonymous internal surveys to gauge feelings on our current inclusivity and engagement while also soliciting ideas for improving conditions in the lab.
As an authority figure in the lab, as well as being white and male, I realize that seeking my assistance with particular situations and issues will be uncomfortable or unwanted, regardless of my efforts to make myself approachable. I therefore provide documentation on campus resources and contacts where trainees and staff can access administrators and support networks to help them in difficult situations. I outwardly encourage and support these avenues of intervention and I take concerns regarding bias, exclusion, harassment, economic instability, and mental health very seriously.
Responsibility as a Faculty Member
It is the responsibility of all faculty to engage with and develop their academic communities. Engagement takes many forms, from review of students, peers, and research to taking time to support others – both on campus and across the broader scientific community. Leaving this responsibility to others is abdicating from shaping discourse within our institutions. Frequently, the burden for engagement is left to those most affected by discrimination. I choose to actively participate in improving equity. I pledge to always value individuals, their efforts, and inclusive policies in all my capacities as a faculty member and I will happily engage in efforts to maintain these values. I will implement the following practices to foster the environment I envision.
I proactively seek out and extend speaking and application invitations to diverse researchers whenever I am given an opportunity. While I personally know many exceptional researchers that fit this description, there are also multiple resources available to identify diverse researchers including: 500womenscientists, AnnesList, WILS, SACNAS, AISES, MAES, SASE, UNCF, ASCB, Hannah Gray Fellows, D-SPAN, among many others. I encourage my colleagues to do the same.
International and society meetings incorporate “Power Hour” or equivalent sessions focused on amplifying the work and voices of individuals under-represented in STEM disciplines. I participate in these sessions. The communities involved, their science, and the opportunity to form more cohesive networks among participants is essential to furthering inclusion.
As an Ally
Policies and statements intended to foster diversity and inclusion are helpful, but pale in comparison to the value of a personal support network. A good ally should listen to, empathize with, actively support, and seek out success for those we can help. I pledge to be an ally to everyone, within and outside any organizational structures I am a part of. I am eager to provide this support, as I believe it is essential for developing a sense of belonging within any community -- a need that, when met, benefits everyone.