Poster Iowa NSF Advance meeting
1
Kennan Kellaris Salinero, Florence F. Davidson, Linda Jean Shepherd, Richard Stafford, and Richard A. Weibl Yámana Science CREATING A NEW CONVERSATION ON HOW SCIENCE GETS DONE ABSTRACT: Yámana* Science is a new organization formed to encourage a science culture where both people and ideas flourish in the presence of effective support, balanced lifestyles, and thriving workplaces. We interact at the crossroads of basic research training and an active scientific research community, and are exploring organizational models and professional practices that enhance flexibility and work/life balance for effective, cooperative group leadership. Yámana Science is creating conversations to explore the ways in which synergies build on cooperation in order to support creativity, sustainability and robust interaction between scientists and society. We are incorporating the highly effective model of the Hidden Brain Drain Task Force, which became the Center for Work-Life Balance, and are exploring new business theories of the intelligence of groups and alternative ways of organizing work. Interactions with the Haas School of Business as well as the UC Berkeley task force that developed their Family Friendly Initiatives have brought valuable insights to our approaches. *Yámana (def.): highest form of life, living, to be alive (translation by Thomas Bridges, from Blessed Unrest by Paul Hawken) Sustainability A research community will better fulfill society’s need for scientific knowledge if it: Science and Society Our Vision We envision a science culture where people flourish through effective support , balanced lifestyles , and thriving workplaces Creativity Recent experiments on how business is structured and how employees do their work have demonstrated measurable, substantial improvements in the bottom line with: Diversity in the work force Flexible work policies Attention to what motivates employees to engage “Happily, a number of talented students will decide, based on personal values and commitments, to pursue graduate degrees and careers in science or engineering, even with full knowledge that the career paths may be unattractive in relative terms.” [5] “For many of today's graduate students, the future could not look much bleaker. They see long periods of training, a shortage of academic jobs, and intense competition for research grants looming ahead of them.” [4] How would you create a culture of science that develops the full potential of each individual to participate, innovate, and discover such that individuals, society, and the environment thrive? Question: What are the metrics for ‘employee engagement’ in basic research science? Is strengthened by a more diverse work force Nurtures society’s input into the research process Effectively addresses work-life balance issues Provides innovative and supportive education and training Fortifies robust, open communication We believe greater innovation and productivity will be the fruit of greater inclusion of approaches, ideas and individuals currently missing from research Once trained, what environment has science created for those willing to persevere? What outcomes result from our highly competitive “star” model of selection? Hubble composite [2] It has been suggested that academic science follows the “star” model of human resource development [1] (also depicted here as Yertle the Turtle by Dr. Suess) Photo from [2]; Book illustration [3] References: [1] Baron, JN and Hannan MT, Engineering Management Review, IEEE Vol 31, 2003 “Organizational Blueprints for Success in High-Tech Starts-Ups: Lessons from the Stanford Project on Emerging Companies” [2] NASA, ESA, and M. Livio (Space Telescope Science Institute) [3] Dr. Suess, "Yertle the Turtle“ 1958 [4] Richard Monastersky, The Chronicle of Higher Education Sep 21, 2007 "The Real Science Crisis: Bleak Prospects for Young Researchers" [5] Michael Teitelbaum, The Public Interest Sep 22, 2003 "Do we need more scientists?" [6] Sylvia Ann Hewlett, Harvard Business School Press 2007 Off-Ramps and On-Ramps: Keeping Talented Women on the Road to Success [7] Haas School of Business 3rd Annual Diversity Conference Nov 16, 2007 "Powering Innovation through Diversity" [8] James Surowiecki, 2004 The Wisdom of Crowds [9] Rosella Derickson and Krista Henley, HappyAbout.info 2007 Awakening Social Responsibility: A Call to Action [ 10] “The Economic Case for People Performance Management and Measurement” http://www.performanceforum.org/The_Economic_Case_for_People_Performance_Management_and_Measu rement.78.0.html#2 Operating income Net incom e Earnings/ share Impact of Employee Engagement on Financial Performance: Why employees’ experience of the work- place matters Our goals are to: 1)Create grass-roots forums, both virtual and physical, to engage and gather the experiences and outlook of people interested in and/or doing science 2)Introduce and discuss: 3)Create and test new models for doing science Contact: Kennan Kellaris Salinero [email protected] 925.584.8788 Source: [10] Refs [6, 7, 10] -40.00% -30.00% -20.00% -10.00% 0.00% 10.00% 20.00% 30.00% 40.00% Low ‘Employee Engagement’ High ‘Employee Engagement’ Where have you seen these dynamics effectively practiced? Innovations in other sectors [6, 7] The “intelligence of groups” [8] Models of organizational synergy and integrity [9]
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Transcript of Poster Iowa NSF Advance meeting
Kennan Kellaris Salinero, Florence F. Davidson, Linda Jean Shepherd, Richard Stafford, and Richard A. WeiblYámana Science
CREATING A NEW CONVERSATION ON HOW SCIENCE GETS DONE
ABSTRACT:
Yámana* Science is a new organization formed to encourage a science culture where both people and ideas flourish in the presence of effective support, balanced lifestyles, and thriving workplaces. We interact at the crossroads of basic research training and an active scientific research community, and are exploring organizational models and professional practices that enhance flexibility and work/life balance for effective, cooperative group leadership.
Yámana Science is creating conversations to explore the ways in which synergies build on cooperation in order to support creativity, sustainability and robust interaction between scientists and society.
We are incorporating the highly effective model of the Hidden Brain Drain Task Force, which became the Center for Work-Life Balance, and are exploring new business theories of the intelligence of groups and alternative ways of organizing work. Interactions with the Haas School of Business as well as the UC Berkeley task force that developed their Family Friendly Initiatives have brought valuable insights to our approaches.
*Yámana (def.): highest form of life, living, to be alive (translation by Thomas Bridges, from Blessed Unrest by Paul Hawken)
Sustainabil i ty
A research community wil l better fulf i l l society’s need for scientif ic knowledge if i t :
Science and Society
Our Vision
We envision a science culture where people f lourish through effective support , balanced
l ifestyles, and thriving workplaces
Creativity
Recent experiments on how business is structured and how employees do their work have demonstrated measurable, substantial improvements in the bottom line with:
Diversity in the work force
Flexible work policies
Attention to what motivates employees to engage
“Happily, a number of talented students will decide, based on personal values and commitments, to pursue graduate degrees and careers in science or engineering, even with full knowledge that the career paths may be unattractive in relative terms.” [5]
“For many of today's graduate students, the future could not look much bleaker. They see long periods of training, a shortage of academic jobs, and intense competition for research grants looming ahead of them.” [4]
How would you create a culture of science that develops the full
potential of each individual to participate, innovate, and discover such that individuals, society, and the
environment thrive?
Question: What are the metrics for ‘employee engagement’ in basic research
science?
Is strengthened by a more diverse work force
Nurtures society’s input into the research process
Effectively addresses work-l i fe balance issues
Provides innovative and support ive education and training
Fort if ies robust, open communication
We believe greater innovation and productivity wil l be the fruit of greater inclusion of approaches, ideas and individuals currently missing from research
Once trained, what environment has science created for those willing to persevere? What outcomes result from our highly competitive “star” model of selection?
Hubble composite [2]
It has been suggested that
academic science follows the “star” model of human
resource development [1]
(also depicted here as Yertle the Turtle
by Dr. Suess)
Photo from [2];
Book il lustrat ion [3]
References:[1] Baron, JN and Hannan MT, Engineering Management Review, IEEE Vol 31, 2003 “Organizational Blueprints for Success in High-Tech Starts-Ups: Lessons from the Stanford Project on Emerging Companies”[2] NASA, ESA, and M. Livio (Space Telescope Science Institute)[3] Dr. Suess, "Yertle the Turtle“ 1958 [4] Richard Monastersky, The Chronicle of Higher Education Sep 21, 2007 "The Real Science Crisis: Bleak Prospects for Young Researchers"[5] Michael Teitelbaum, The Public Interest Sep 22, 2003 "Do we need more scientists?"[6] Sylvia Ann Hewlett, Harvard Business School Press 2007 Off-Ramps and On-Ramps: Keeping Talented Women on the Road to Success[7] Haas School of Business 3rd Annual Diversity Conference Nov 16, 2007 "Powering Innovation through Diversity" [8] James Surowiecki, 2004 The Wisdom of Crowds[9] Rosella Derickson and Krista Henley, HappyAbout.info 2007 Awakening Social Responsibility: A Call to Action[10] “The Economic Case for People Performance Management and Measurement”http://www.performanceforum.org/The_Economic_Case_for_People_Performance_Management_and_Measurement.78.0.html#2
Operating income
Netincom
e
Earnings/share
Impact of Employee Engagement on Financial Performance: Why employees’ experience of the work-
place matters
Our goals are to:
1) Create grass-roots forums, both virtual and physical, to engage and gather the experiences and outlook of people interested in and/or doing science
2) Introduce and discuss:
3) Create and test new models for doing science
Contact: Kennan Kellaris Salinero
925.584.8788
Source: [10]
Refs [6, 7, 10]
-40.00%
-30.00%
-20.00%
-10.00%
0.00%
10.00%
20.00%
30.00%
40.00%
Low ‘EmployeeEngagement’
High ‘EmployeeEngagement’
Where have you seen these dynamics effectively practiced?
Innovations in other sectors [6, 7]
The “intell igence of groups” [8]
Models of organizational synergy and integrity [9]
