Basics of Collaboration
The Art of Successful International Research Collaboration: Some basic ideas
The world of the researcher, whether in industry, government, or academia, is changing. Fast. Information overload, increasing competition for funds, publication, teaching and IP management constraints, and higher levels of accountability complicate the simple need to stay on top of our own disciplinary area. Beyond our own small worlds, the world of science and technology is also changing: the so-called “nano-bio-info-cogno (NBIC) revolution” being but one example. So why add another level of complexity by promoting greater levels of international research collaboration?
Because it’s not a new activity, being a fundamental component of what most outstanding researchers have done for 200 years. Because at best it brings rewards far beyond the abilities of individuals. Because it overcomes the tendency to increased specialisation, and reveals new insights that cannot be predicted. And because it encourages discussion of problems in ways that creates solutions beyond the capacity of any one person to deliver.
Research collaboration has many levels of intensity: writing a paper together, sharing data or materials, organising a conference, jointly editing a book, hosting a PhD student, going on a field trip, using equipment, defining new questions, establishing cooperative partnerships, coordinating research plans, and even establishing joint laboratories. In each case, people have come together because they believe they are more likely to achieve results together than alone.
There are lots of reasons why collaborations don’t work: ideology, leadership, power, history, competition, resources, and just plain lack of vision or commitment. And there is no formula for making them work. A literature review on factors influencing successful collaboration identified the following as critical:
- A history of collaboration within the group.
- Mutual respect, understanding, and trust.
- Belief that collaboration is in the interest of the individual members.
- Sharing a stake in the process and outcome.
- Representation and involvement in the initiative.
- Flexibility and adaptability of the group.
- Open and frequent communication.
- Strong informal relationships and links.
- Shared vision.
- Sufficient funds, staff, and time.
- Skilled leadership.
So where do you start?
- Define the question, issue, problem. Focus on results.
- Establish and shape the relationships you need to achieve these results.
- Plan. Define the activities you need to undertake, structure the collaboration for resilience.
- Seek funding. Last.
And if in doubt, ask someone who is a really good researcher, because they usually collaborate by nature.
