mentor/trainee relationships and independence rcr – mentor/trainee relationship rcr –...

Mentor/TraineeRelationships

and Independence RCR – Mentor/Trainee RelationshipRCR – Mentor/Trainee Relationship

created February, 2009

RCR – Mentor/Trainee RelationshipsRCR – Mentor/Trainee Relationships

• Short pre-test• Presentation Objectives

• NIH Comment• background• challenges• responsibilities• pitfalls• ethical considerations • available resources

• Reference Material• Faculty Presentation• Case Study and Discussion• Short post-test


RCR – Mentor/Trainee RelationshipsRCR – Mentor/Trainee Relationshipscreated February, 2009

“Almost as soon as a fellow arrives at NIH for postdoctoral training, he or she should start to consider career pathways.” (1)


“Research conducted by established investigators together with scientists-in-training is part of the complex pattern of pre-and postdoctoral training that has evolved in much of science over the last 50 years. Scientists who work with trainees on research projects, and the institutions that support them, are responsible for ensuring that their fellows receive the best possible training in how to conduct research, as well as how to develop and achieve career goals, throughout the training period. (1)


“A mentor is a person who has achieved career success and counsels and guides another for the purpose of helping him or her achieve like success. Research supervisors should always be mentors; they have the responsibility to discuss with and advise a trainee on aspects of his or her work and professional development.” (1)


“[Mentoring]…grew out of a sense that research training at NIH – and undoubtedly elsewhere – would benefit from a more explicit set of expectations for the predoctoral and postdoctoral research training experience. This sentiment, in turn, sprang from a movement by NIH fellows themselves seeking improved mentoring…” (1)



• “The mentor-trainee relationship can be abused in many ways as a result of the inherent imbalance of power…” (2)

• International trainees are a particularly sensitive group for academic research institutions

-- on limited visas that restrict stays to time they are studying-- dependent on maintaining satisfactory relationship with mentor and sponsoring institutions

• Faculty choice of research sponsors could impact trainee

-- industry sponsors often try to delay publications in order to protect intellectual property and this could negatively impact the trainee’s ability to publish a thesis or dissertation


• MENTORS Be available Allow for differences in personalities

-- determine how each trainee learns best – they are not interchangeable

-- remember when you were a post-doc in a mentor’s lab Let trainees make their own decisions

-- give them the foundation (and room) to grow as a scientist Teach by word and deed

-- remember you ARE the role model…”walk the walk” Continue to refine mentoring skills

-- by virtue of the continuing nature of mentoring as opposed to ‘traditional’ teaching ,and the fact the fellows are always there, mentoring can be stressful

(2)



• TRAINEES Identify career plans

-- know what you want in order to optimize the training experience

Locate prospective mentors-- identify a mentor who successfully made the transition

themselves-- do your homework…identify someone with relevant

experience Look for a mentor…..not a supervisor

-- identify someone who will give you information essential for professional success….not just work schedules Effectively communicate needs & expectations

-- accept responsibility for your own learning experience Learn from your mentoring experience

-- if you’ve had a great mentor…..pass it on. If not…..be better

(2)



Leaving your career

development to chance– have a

plan!

COMMUNICATION CHALLENGES:

-- language-- culture

-- gender-- age-- Let’s hope it’s not species

related


Clearly, the primary concern in any mentor-trainee relationship is the potential for abuse because of the imbalance of power. Whether viewed as a ‘challenge,’ ‘pitfall’ or ‘ethical consideration’ both parties must constantly monitor the relationship for any change in the dynamics.

As importantly, both parties must remain sensitive to cultural practices and biases that may manifest themselves in the relationship.


• Provost and University Vice President4th Floor, EAS201.216.5263Dr. George Korfiatis

• Office of Human Resources7th Floor, Howe Center201.216.5218Mark Samolewicz, Vice President

• Office of Sponsored Research9th Floor, Howe Center201.216.8762Barbara DeHaven, Executive Director-- Potential funding sources for postdoctoral fellows transitioning to independence

• National Postdoctoral Association-- http://www.nationalpostdoc.org/site/c.eoJMIWOBIrH/b.1388059/



• “International Postdoc Survival Guide”-- http://www.nationalpostdoc.org/site/c.eoJMIWOBIrH/b.4416951/k.75BE/International_Postdoc_Survival_Guide.htm

• “Postdoc-ing in the USA”-- http://www.nationalpostdoc.org/site/c.eoJMIWOBIrH/b.4416951/k.75BE/International_Postdoc_Survival_Guide.htm

• “Going in With Your Eyes Open: What to Ask Before Accepting a US Postdoctoral Position”

-- http://www.nationalpostdoc.org/atf/cf/%7B89152E81-F2CB-430C-B151-49D071AEB33E%7D/GoingInWithEyesOpen.pdf

• “Signposts to Living in the US”-- http://www.nationalpostdoc.org/atf/cf/%7B89152E81-F2CB-430C-B151-49D071AEB33E%7D/GoingInWithEyesOpen.pdf

• “So Nobody Will Give you a Credit Card?-- http://www.nationalpostdoc.org/site/c.eoJMIWOBIrH/b.1741845/k.40E9/

Signposts_to_Living_in_the_USA.htm

• “A Quick Guide to Visas for International Postdocs”http://www.nationalpostdoc.org/site/c.eoJMIWOBIrH/b.1741823/k.E7EF/A_Quick_Guide_to_Visas_for_International_Postdocs.htm

• “Beginners Guide to Income Taxation”-- http://www.nationalpostdoc.org/site/c.eoJMIWOBIrH/b.2763533/k.2BB3/Beginners_Guide_to_Income_Taxes.htm

• “Been There Done That”-- http://www.nationalpostdoc.org/site/c.eoJMIWOBIrH/b.1741835/k.50A6/Been_There_Done_That.htm



• “A Guide to Training and Mentoring in the Intramural Research Program at NIH”

-- Developed 2006 by Northern Illinois University

http://ori.hhs.gov/education/products/niu_authorship/index.htm

• “The Effective Mentor’s Toolkit Course”-- The Online Collegehttp://www.sheffcol.ac.uk/index.cfm?ParentID=6980947b-0885-4e4d-b5df-

c6290d4d065f&gclid=CN7z3rXsypkCFSVM5QodoRb7tg

• “Responsibilities of a Mentor”-- University of Michiganhttp://www.responsibility.research.umich.edu/

UMMSmentor.html

• “A Guidebook for Teaching Selected Responsible Conduct of Research Topics to a Culturally Diverse Trainee Group”

-- Children’s Hospital of Philadelphia http://ori.dhhs.gov/documents/Alexander.RCR%20Guidebook.BW.pdf



1. “A Guide To Training and Mentoring in the Intramural Research Program at NIH”

http://www1.od.nih.gov/oir/sourcebook/ethic-conduct/mentor-guide.htm

2.“Columbia University – “Responsible Conduct of Research –Mentoring”

http://ori.dhhs.gov/education/products/columbia_wbt/rcr_mentoring/foundation/index.html#5



Faculty Presenter – Dr. Michael

Bruno



Dr. David Huang accepted a postdoctoral fellowship in Dr. James Smart’s lab almost a year ago after carefully considering a list of possible mentors. Dr. Huang is a brilliant chemist from Shanghai and Dr. Smart was pleased to learn David was interested in his lab. David Huang is a few years older than the rest of his postdoc cohort, extremely driven and feels a lot of pressure to perform well, complete his course of study and begin his academic career. About eight months ago, Jim Smart who is an extremely laid-back individual launched a biotech company that seems to occupy a considerable amount of his time. David Huang is increasingly anxious about his progress and feels his self-imposed timeline slipping. He is also dismayed by the amount of time he spends troubleshooting phone calls for Dr. Smart’s private company when Jim Smart is away from the office. David Huang grows more unhappy by the day but is reluctant to talk to Dr. Smart because he is such a well-respected senior scientist.

Consider the following questions:



Q: What are the responsibilities for these two scientists?

A: Dr. Smart– as a mentor, Jim Smart should recognize that David Huang:

-- has a limited amount of time to achieve his goal-- might feel additional pressure because he is older than his

cohort group-- might be having difficulty adjusting his personality to Jim

Smart’s

David Huang – as a trainee, David should:-- have already engaged Dr. Smart in a discussion that

established goals in order for him to accomplish his objective-- have engaged Dr. Smart in a discussion regarding the amount

of time spent on troubleshooting calls for his personal company-- accept responsibility for advancing his own agenda with Dr.

Smartcreated February, 2009


Q: What responsibility does David Huang have regarding Dr. Smart’s biotech business?

A: In reality……none; however, Dr. Huang obviously feels insecure about engaging in the discussion with Dr. Smart.

When he finally did discuss the matter, Jim Smart was apologetic and explained he had given clients his office number when he launched the business but had almost immediately obtained business cards and company letterhead with the business’ address and phone number. However, he did allow as how there probably were some people who still had his office number at the school. He regretted

that David Huang had spent so much time on his personal business and again apologized.



Q: Do you think the personality differences in these two individuals plays any part in the dynamic?

A: Probably.

David Huang is driven, aware of the clock ticking and in a vulnerable position from the outset. With so much at

stake and under stress, he is likely to be anxious and stay in a state of insecurity.

James Smart is a senior scientist, well-established, a low-key personality, and has made his mark in academia. He’s now launched into another aspect of his career and may not remember quite as well what it’s like to be where David Huang is.



Q: Do you think this professional relationship can be salvaged?

A: Yes.

If both individuals engage in a forthright discussion about their individual expectations and pressures. Additionally, David Huang needs to immediately establish a written contract, or research timeline, with Jim Smart in order to keep both of them focused on David’s development.


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