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Leadership and management are general skills that apply in most walks of life, but in the scientific domain they require some special characteristics. Science thrives on challenge, whether it is the technical challenge of trying to do something which has not been done before or challenging a widely held but poorly supported hypotheses. Scientists are trained to challenge, and for the manager of science this can itself be a challenge. In the past, when science was on a much smaller scale and less subject to public scrutiny, a more informal 'back-of-the-envelope' management style was acceptable, but those days are long-gone. Science costs much more and is rightly more accountable. Excellent scientists, however, do not necessarily make good managers and may not make good leaders. Nevertheless, like all skills, leadership and management can be enhanced and developed and even instinctively good managers can improve.
While the science of management and leadership is well developed, the management and leadership of science is less so. Managing Science aims to introduce the working research scientist to the art and techniques of management and the skills necessary to be a good and effective manager and leader of science and scientists. This includes understanding the organization and functioning of scientific research establishments (universities, laboratories, research councils, etc.) and how to deal with the associated committee work, recruiting, and team building; how to deal with difficulties managing projects and handling risks. The approach is pragmatic not dogmatic. Leadership and management are people skills, and each person is different and needs to be treated differently. The focus is on the principle and practice. While the subject is serious, the approach is conversational, with anecdotes and practical examples.
1: Introduction: Why Manage Science?
2: Science, Research, Development, and Scholarship
3: Universities and Laboratories
4: Leadership, Management, and Communication
5: Building Research Teams, Motivating and Developing People, Dealing with Students
6: Cooperation and Competition
7: Reviewing Science
8: Boards, Committees, Panels: Dealing with Authority
9: Managing Projects and Projecting Management
10: Assessing Performance, Measuring Progress, Recognition and Reward, Dealing with Problems
11: Risk
12: Health and Safety
13: Dealing with Disaster
14: Doing Good by Having Fun
15: Summary
Index
Afrer 25 years as an experimental particle physicist at the University of Edinburgh and becoming head of the group in 1990, Ken Peach became Deputy Director of the Particle Physics Experiments Division at CERN in 1996, and then Director of Particle Physics at the Rutherford Appleton Laboratory in 1998. In 2005, he became Director of the newly-established John Adams Institute for Accelerator Science, a joint venture between the University of Oxford and Royal Holloway University of London. While at Oxford, he co-created the Particle Therapy Cancer Research Institute. Following retirement from Oxford in 2011, he was appointed Dean of Faculty of Affairs in 2014 at the newly-created Okinawa Institute of Science and Technology in Japan, retiring in 2016.
