Olivero Interdisciplinary Mentoring in Science

Strategies for Success
1. Auflage 2013
ISBN: 978-0-12-391414-9
Verlag: Elsevier Science & Techn.
Format: EPUB
Kopierschutz: 6 - ePub Watermark

E-Book, Englisch, 200 Seiten

Interdisciplinary Mentoring in Science: Strategies for Success is a practical and engaging resource on interdisciplinary mentoring in all fields of science. This book outlines what successful mentoring is, what it is not and how these important concepts relate to scientists today. Chapters include real-world examples, tips, and interviews and content is backed by current evidence and research. This reference discusses the benefits and challenges of building a mentoring relationship and highlights noteworthy topics such as mentoring minorities and women and mentoring to achieve change. The book's author is the recipient of the Leading Diversity Award from the National Cancer Institute. The book includes a foreword by Julie Thompson Klein who is a Professor of Humanities in the English Department and Faculty Fellow for Interdisciplinary Development in the Division of Research at Wayne State University in Detroit, Michigan. Dr. Klein is the past president of the Association for Integrative Studies (AIS) and former editor of the AIS journal, Issues in Integrative Studies. The goal of this book is to provide readers with a better understanding of the mentoring relationship and the overall process as it applies to the increasingly interdisciplinary field of science. - Highlights mistaken beliefs about mentoring within a scientific environment - Written in a conversational tone and supported by evidence-based research - Focuses on interdisciplinary mentoring in science and the modern dynamic of science and new scientific approaches to complex approaches - Includes note sections where readers can write down key topics or ideas from each chapter

Dr. Ofelia Olivero is both a talented scientist and a passionate mentor. She has been extensively recognized for her scientific work, repeatedly invited as a lecturer and symposia chair, and has given numerous talks at many national and international meetings. Dr. Olivero has been part of editorial boards of national and international scientific journals. She has written book chapters, engaged in outstanding leadership activities and received several awards from scientific organizations. Dr. Olivero has been particularly awarded for Leading Diversity by the NCI Director and is also the Chair of the Mentoring Programs at scientific societies. Her dedication to empower and inspire young females to choose scientific careers was recognized by the US State Department in her selection to be part of a delegation of female scientists to visit Brazil and Colombia to favor the participation of women in science. She is the author and co-author of more than 70 scientific articles on carcinogenesis induced by antiretrovirals, commonly used for AIDS therapy and other toxicities derived from environmental mutagens.Dr. Olivero is a role model as a scientist and a mentor, and a very inspirational figure for young mentees.

Autoren/Hrsg.

Olivero, Ofelia

Inhaltsverzeichnis

1;Front Cover;1
2;Interdisciplinary Mentoring in Science;4
3;Copyright Page;5
4;Dedication;6
5;Contents;8
6;Acknowledgments;12
7;Biography;13
8;Foreword;14
9;1 Mentoring Definition–The Mentor Within;16
9.1;Definition of Mentoring;16
9.2;The Mentor Within;16
9.3;Exercise;18
9.4;What the Experts have to Say;22
9.4.1;What is Mentoring?;22
9.4.1.1;Question 1. Would you mind telling us about your background?;22
9.4.1.2;Question 2. What areas are you covering in the global health arena? Could you specify?;22
9.4.1.3;Question 3. What type of work do you do, and for how long have you being doing it?;23
9.4.1.4;Question 4. You have been chosen to respond to questions related to the definition of mentoring. Is that a topic you feel c...;23
9.4.1.5;Question 5. What would be your advice to people who are trying to change fields?;23
9.4.1.6;Question 6. For a person who chose the non-classical track, would you concede that a Master’s degree or a PhD is not the on...;24
9.4.1.7;Question 7. Do you think there are specific challenges in the topic of mentoring that need to be addressed?;24
9.4.1.8;Question 8. So we mentor based on our instincts, but the concept of one size fits all does not necessarily apply, is that c...;25
9.4.1.9;Question 9. You have lived in two different worlds, both the laboratory bench and administration. I am sure that you have w...;25
9.4.1.10;Question 10. Do you have any strategy when it comes to mentoring to be particularly effective?;25
9.4.1.11;Question 11. What about the role of the supervisor and the mentor when they overlap?;25
9.4.1.12;Question 12. Is there any change in the traditional practice of mentoring that you would envision to improve the practice i...;26
9.4.1.13;Question 13. Could you give some specific advice for mentors?;26
9.4.1.14;Question 14. Could you provide some words of wisdom for the mentees?;26
9.4.1.15;Question 15. Anything else you would like to add?;27
9.5;Chapter Notes and Observations;27
9.5.1;Brainstorming;28
9.5.2;Reflection;28
9.5.3;Conclusion;28
10;2 What Mentoring Is Not;30
10.1;A Vertical Relationship;30
10.2;A Supervision Relationship;34
10.3;An Uneven Relationship;37
10.3.1;Development of a Human Relation;37
10.3.2;Improvement of Managerial/Supervisory/Leadership Skills;38
10.3.3;Network Expansion;38
10.3.4;Technology Updates;39
10.4;An Imposed Relationship;39
10.5;A Relationship Based on “Personal Agendas”;42
10.6;A Relationship with Time Constraints;43
10.7;What the Experts have to Say;45
10.7.1;Question 1. would you mind telling us about your background?;45
10.7.2;Question 2. Do you mind elaborating on what you mean by “informally”?;46
10.7.3;Question 3. In order to transition at UNC from a research career to this mentoring activity, have you taken courses on educ...;46
10.7.4;Question 4. What type of work do you do, and for how long have you being doing it?;46
10.7.5;Question 5. How many people work in OITE?;46
10.7.6;Question 6. You have been chosen to respond to questions related to the definition of mentoring indicating what mentoring i...;47
10.7.7;Question 7. Do you think there are specific challenges in the topic of mentoring that need to be addressed?;47
10.7.8;Question 8. Are there any other challenges, particularly in scientific mentoring?;47
10.7.9;Question 9. You may choose not to answer this question, but do you think that mentoring the mentors is needed in those orga...;48
10.7.10;Question 10. Do you have any strategy for effective monitoring?;49
10.7.11;Question 11. Do you think that there may be reluctance on the part of mentees to disclose to their academic mentors that th...;50
10.7.12;Question 12. Clearly the track that is most commonly followed at NIH is the classical one. That is a reality of this organi...;50
10.7.13;Question 13. Are you aware of the change that your office has brought to this organization on that regard?;50
10.7.14;Question 14. Is there any change in the traditional practice of mentoring that you would envision to improve the practice i...;51
10.7.15;Question 15. Could you give some specific advice for mentors?;51
10.7.16;Question 16. Where do you think that resistance comes from?;52
10.7.17;Question 17. Do you think there is hope that in the future, we may have a wider demographic of scientists, from all backgro...;52
10.7.18;Question 18. Would you provide some words of wisdom for the mentees?;53
10.7.19;Question 19. Would you say something about the “needy” mentees who come from an environment of pampering?;53
10.7.20;Question 20. Would you like to elaborate on the difference between mentoring and supervision?;53
10.7.21;Question 21. What is the best way to approach a situation in which you are assigned a supervisor and it is assumed that the...;54
10.7.22;Question 22. Moving from the traditional individual focused science to the team science approach represents a gain, correct?;54
10.7.23;Question 23. The pressures on supervisors, mentors and professors increase in times of tight budgets. We are operating in a...;54
10.7.24;Question 24. Do you want to add anything else?;55
10.8;Chapter Notes and Observations;55
10.8.1;Brainstorming;56
10.8.2;Reflection;56
10.8.3;Conclusion;57
11;3 Mentoring Outreach–The Multiplicative Effect;58
11.1;The Power of Gratitude–Exercise;58
11.2;Outreach;62
11.2.1;Mentoring Outreach in the Interdisciplinary Setting;63
11.3;A Word of Caution;63
11.4;Obstacles;64
11.4.1;Lack of Support from the Mainstream;65
11.4.2;Skepticism;66
11.4.3;The Challenge of Working with Scientists;66
11.5;What the Experts have to Say;68
11.5.1;Question 1. Would you mind telling us about your background?;68
11.5.2;Question 2. What type of work do you do and for how long have you being doing it?;68
11.5.3;Question 3. You have been chosen to respond to questions related to mentoring outreach. Is that a topic you feel confident ...;68
11.5.4;Question 4. Do you think there are specific challenges in the topic of mentoring outreach that need to be addressed?;68
11.5.5;Question 5. Do you think that the contemporary situation of funding and cuts will impose even more restrictions on time for...;69
11.5.6;Question 6. Do you have any strategy for obtaining support to mentor minorities effectively?;69
11.5.7;Question 7. Is there any change in the traditional practice of mentoring that you envision will improve practice in the set...;70
11.5.8;Question 8. Many need to understand that now a lot of graduates will move in what has been termed “alternative careers,” a ...;70
11.5.9;Question 9. Since you are the founder of the undergraduate program of the Committee on Diversity Initiatives (CDI) of the S...;71
11.5.10;Question 10. Would you say that this has been a successful program, even without the metrics in front of you?;72
11.5.11;Question 11. Can you give some specific advice for mentors?;72
11.5.12;Question 12. You mean it is important when the effort comes from the heart, right? When there is a genuine desire to move f...;73
11.5.13;Question 13. Can you provide some words of wisdom for mentees?;73
11.5.14;Question 14. Culturally, in Hispanic communities, for instance, that is something we need to work on. We are typically shy. …;73
11.5.15;Question 15. Anything else you would like to add?;74
11.6;Chapter Notes and Observations;74
11.6.1;Brainstorming;75
11.6.2;Reflection;75
11.6.3;Conclusion;75
12;4 Mentoring Minorities and Women;78
12.1;Why Diversity?;78
12.2;Example of Imposed Diversity in The Workforce;79
12.3;Cultural Mix;80
12.3.1;Communication in the Cultural Mix;81
12.4;Leadership and embracing of diversity;82
12.5;Gender;82
12.6;Mentoring women;83
12.6.1;The Impostor Syndrome;83
12.6.2;Self-Esteem;84
12.6.3;Competition and Misconceptions;85
12.6.4;A Word of Caution;87
12.7;Mentoring Minorities;88
12.7.1;Stigmatization;89
12.7.2;African–Americans;90
12.7.3;Native Americans;91
12.7.4;Mentoring Minorities in the Classical Setting;92
12.7.5;Mentoring Minorities In the Interdisciplinary Setting;93
12.8;What the Experts have to Say;95
12.8.1;Question 1. Would you mind telling us about your background?;96
12.8.2;Question 2. You have been chosen to respond about questions related to mentoring minorities and women. Is that a topic you ...;96
12.8.3;Question 3. Do you think there are specific challenges in mentoring women and minorities that need to be addressed?;97
12.8.4;Question 4. In many cases when needs are verbalized and addressed, the individuals thrive, and that benefits the organizati...;97
12.8.5;Question 5. You are in a managerial position, and have probably had to provide special accommodation for individuals with s...;98
12.8.6;Question 6. Do you suggest then that the mentor has another very important role, not only professionally but also touching ...;99
12.8.7;Question 7. You mentioned the influence of the community for Native Americans, but what about the role of the family in the...;99
12.8.8;Question 8. Do you have any strategy when it comes to minorities and women to be particularly effective?;100
12.8.9;Question 9. Are you suggesting that we need to mentor the mentors?;100
12.8.10;Question 10. Is there any change in the traditional practice of mentoring that you would envision to improve its practice f...;100
12.8.11;Question 11. Would you give some specific advice for the mentors of females and minorities?;101
12.8.12;Question 12. Could you provide some words of wisdom for the mentees (in this case females and minorities)?;101
12.8.13;Question 13. It there anything else that you would like to add?;101
12.9;Chapter notes and observations;101
12.9.1;Brainstorming;102
12.9.2;Reflection;103
12.9.3;Conclusion;103
13;5 Interdisciplinary Mentoring;104
13.1;Overview;105
13.2;Team Science Applied to the Biomedical Sciences;106
13.3;The Interdisciplinary Mentoring (I-Mentoring) Pilot Initiative;108
13.4;Development;109
13.4.1;Phase 1: Creation of Robust Mentoring Programs in the Participating Organizations;109
13.4.2;Phase 2: Training of Selected Mentors (I-Mentors) Provided by the Respective Organizations;110
13.5;Outcome;112
13.6;Hypothetical Example;112
13.7;I-Mentor Training;115
13.8;One More Role for the I-Mentor;118
13.9;Obstacles;121
13.9.1;General;121
13.9.2;Communication;121
13.9.3;Commitment;124
13.9.4;Feedback;124
13.10;Feedback About Feedback;126
13.10.1;Active Questions;126
13.10.2;Feedback In the Interdisciplinary Setting;130
13.11;Data Analysis and Interpretation;131
13.11.1;Interpretation of the Data;134
13.12;Aim for This;135
13.13;What the Experts have to Say;137
13.13.1;Question 1. Would you mind telling us about your background?;137
13.13.2;Question 2. What type of work do you do and for how long have you being doing it?;138
13.13.3;Question 3. You have been chosen to respond about questions related to interdisciplinarity. Is that a topic you feel confid...;138
13.13.4;Question 4. Do you think there are specific challenges in the topic of interdisciplinary mentoring that need to be addressed?;138
13.13.5;Question 5. Do you think that the private sector will be pioneering these efforts?;140
13.13.6;Question 6. Do you have any strategy when it comes to interdisciplinary mentoring to be particularly effective?;140
13.13.7;Question 7. Is there any change in the traditional practice of mentoring that you would envisage to improve the practice in …;141
13.13.8;Question 8. Would you give some specific advice for interdisciplinary mentors?;141
13.13.9;Question 9. Would you provide some words of wisdom for the mentees?;141
13.13.10;Question 10. Anything else you would like to add?;141
13.14;Chapter Notes and Observations;141
13.14.1;Brainstorming;142
13.14.2;Reflection;143
13.14.3;Conclusion;143
14;6 Building a Mentoring Program;144
14.1;How to Organize a Mentoring Group;144
14.1.1;Sense Genuine Need;144
14.1.2;Obtain Permission;145
14.1.3;Obtain “Buy In”;145
14.1.4;Define and Understand Your Audience;146
14.1.5;Provide Personal Commitment;147
14.1.6;Require Personal Commitment;147
14.1.7;Make it Open to Everybody;147
14.1.8;Look for Alignment with Pre-Existing Organizational Strategies;148
14.1.9;Reassess Often;148
14.1.10;Establish Metrics;149
14.1.11;Avoid;149
14.1.11.1;Whining Sessions;149
14.1.11.2;Personal Agendas;149
14.1.11.3;Dominant Voices (Thieves of Time);150
14.1.11.4;Drainers of Energy;150
14.2;Remember that you are Dealing with Scientists;151
14.3;Mentoring Group–Modus Operandi;152
14.3.1;Check-In;152
14.3.2;Check-Out;153
14.3.3;Invited Speakers;154
14.3.4;Panels;154
14.3.5;Discussions;154
14.3.6;Books;155
14.3.7;Individual Coaching;155
14.3.8;Pairing;156
14.3.9;New and Group-Generated Activities;156
14.3.10;Specific Skill-Building Activities;157
14.3.11;Community Outreach Activities;157
14.3.12;Personal Exchange Opportunities;158
14.4;Learn when to Close;158
14.5;What the Experts have to Say;159
14.5.1;Question 1. Would you mind telling us about your background?;159
14.5.2;Question 2. Do you teach at Oregon University?;159
14.5.3;Question 3. You have been chosen to respond about questions related to the creation of mentoring programs. Is that a topic ...;159
14.5.4;Question 4. Do you think there are specific challenges in the topic of mentoring that need to be addressed?;159
14.5.5;Question 5. Is there any change in the traditional practice of mentoring that you would envisage in order to improve the pr...;160
14.5.6;Question 6. Would you give some specific advice for those trying to generate mentoring groups?;160
14.5.7;Question 7. Would you provide some words of wisdom for the mentees?;160
14.5.8;Question 8. Would you provide some words of wisdom for the mentors?;160
14.5.9;Question 9. Can you explain what COACh is about?;161
14.5.10;Question 10. Do you want to mention any particular situation that was revealing to you in terms of success?;161
14.5.11;Question 11. So you have reached much more than those 10,000 women, is that correct?;161
14.6;Chapter Notes and Observations;162
14.6.1;Brainstorming;162
14.6.2;Reflection;163
14.6.3;Conclusion;163
15;7 The I-Mentoring Program: How to Establish One;164
15.1;Brainstorming;164
15.2;A Word of Caution;164
15.3;Objective;165
15.4;What is a Mentoring Group?;165
15.5;Do You Have Buy-in?;165
15.6;Examples of Mentoring Groups;166
15.6.1;Gathering by Association;166
15.6.2;Enforcing Participation;167
15.6.3;Matching Programs;168
15.6.4;Supported Matching Programs;169
15.7;The I-Mentoring Program;170
15.8;Chapter Notes and Observations;173
15.8.1;Brainstorming;174
15.8.2;Reflection;174
15.8.3;Conclusion;175
16;8 In Closing: Mentoring and Synchronicity;176
16.1;Morphic Fields and Morphic Resonance;178
16.2;The Practice of Mentoring under the Scope of Morphic Resonance;178
16.3;The Role of the I-Mentor under the Influence of Morphic Resonance;181
17;Appendix: The Kaleidoscope Effect;184
18;Bibliography;188
18.1;Emotional Intelligence;188
18.2;Empowerment and Personal Growth;188
18.3;Gratitude and Positivity;188
18.4;Mentoring;189
18.5;Science of Team Science;189
18.6;Soft Skills and Self Deception;190
18.7;Synchronicity;190
19;Index;192

Leseproben

Chapter 1 Mentoring Definition–The Mentor Within
Mentoring is a continuous and dynamic feedback between two individuals to establish a relationship through which an individual shares knowledge, skills, information, and perspective to foster the personal and professional growth of someone else. This chapter seeks to empower readers, enabling them to perform a deep self-assessment, and to connect with themselves and find their real wishes and motivations with regard to mentoring. Being more connected to ourselves helps to facilitate the connection to others, improves perceptions about others, and aids in identification of the talents of the mentee. This is one of the most important skills of a mentor, the ability to identify skills and qualities in the people that they are mentoring. Mentoring is in most cases the transference of gratitude. It is well known that most of us like to transfer experience to our mentees. We have been there, done that, and like to forewarn others by telling them in advance what is there for them. It is also well known that most of the time that does not work, and experience cannot be transferred. Knowledge is something else that a mentor would wish to transfer to share with their mentees; however, in many cases, knowledge is something the mentees will acquire in their own academic careers. Gratitude, however, is one quality that can be transferred. This chapter also elaborates on the power of gratitude. Keywords
positivity; gratitude; mentor within; introspection; empowering Definition of Mentoring
Mentoring is a process of continuous and dynamic feedback between two individuals to establish a relationship through which one person shares knowledge, skills, information, and perspective to foster the personal and professional growth of the other. The Mentor Within
It would be of little value to supply a list of the ideal qualities required for mentoring. The aspiring mentor is likely to be so discouraged by the sheer number of characteristics required that they either give up or close themselves to learning more about the subject. Instead, I prefer to facilitate the empowering of my readers, enabling them to perform a deep self-assessment, to connect with themselves and find their real wishes and motivations with regard to mentoring. Although is not easy to motivate scientists to focus on internal topics, I have found that many are willing to participate and look inside themselves. Firstly, if they signed up to be part of a mentoring effort (rather than a mandatory training demanded to fulfill academic obligations), or if they acquired this book or find themselves reading it for some other reason, then their motivation is there. Secondly, if they are part of a mentoring forum with the same common goal, to be better at something, to learn, to understand better, the motivation is also there. They want to be part of the effort, and all of them share a common interest. That is already very valuable. If someone has signed up to attend a class of this type, even more if they had to pay to attend, they will be open and receptive. Provided that that is the case, a motivational speech, rather than a laundry list of qualities, should be offered. The mentor within has much more value than the laundry list in becoming a good mentor. The mentor within is the real energy that individuals put to work once discovered. The gesture, the attitude, the good feeling of empowering others, of facilitating them to grow, starts developing and presents as a natural force within. Once discovered, the force reshapes itself and becomes clearer, almost as an instinct. The real exercise, to find the mentor within, combines the introspection of the individual looking to become a mentor with facilitation through a slow process guided by a coach. This approach, interestingly, works for those who have experienced good mentoring in their lives, as well as for those who cannot identify a real mentor in their careers. Since the power of gratitude goes beyond past experiences, the event of recreating the feeling inside oneself invigorates the quality of mentoring inside us. Reviving that energy is the clue, it is the secret to finding the mentor within. Being more connected to ourselves helps to facilitate the connection to others, improves perceptions about others, and aids in identification of the talents of the mentee. This is one of the most important skills of a mentor, the ability to identify skills and qualities in the people that they are mentoring. Exercise
In this book, you will find exercises that will guide you to learn the art of mentoring. Those will also be useful to you when trying to implement your own mentoring program. For this exercise, I suggest that you find a quiet place that you feel comfortable in. It could be your garden, your favorite chair, your bed; you can also read it now, and practice it while working out, or jogging. The clue is to have a “my time” time. Try to have a glass of water next to you and also some nice music if you can, not distracting, but reflective. Think about this when you conduct this experience for others. It is critical that you experience it yourself first to appreciate the value of it and be able to facilitate it for others. Once you collect yourself and feel quiet and convinced that the next few minutes can be devoted to this activity exclusively, try to remember an episode in which you experienced gratitude towards someone. Try to refresh that episode in which you were treated with genuine kindness, without expecting anything in return. Think about it, recall it to yourself, remember details, places, phrases, gestures, remember as much as you can. If necessary, start over again from the beginning of the story to recreate the feeling. How did you feel? Can you recapture that sensation now? Can you experience the satisfaction that you experienced then? Take a deep breath, close your eyes and stay with the feeling. Stay with the reaction, the story now is not the focus. The focus is yourself, what is going through you now. Try to identify the feeling with a name, a nickname, if needed. Open your eyes when you are ready, but do not let go of the feeling. Drink your water, breathe deeply, feel good. Gratitude is a great feeling. The reason why I chose to center the first exercise around gratitude is because I consider it critical in the search for the mentor within. Mentoring is in most cases the transference of gratitude. It is well known that most of us like to transfer experience to our mentees. We have been there, done that, and like to forewarn others by telling them in advance what is there for them. It is also well known that most of the time that does not work, and experience cannot be transferred. Knowledge is something else that a mentor would like to transfer to share with their mentees; however, in many cases, knowledge is something the mentees will acquire in their own academic careers. Gratitude, however, is one quality that can be transferred. Let’s go back to your episode, the one described at the beginning of this exercise. When you were treated with kindness, when the feeling of gratitude emerged from you and developed, what was the immediate reaction that filled your mind? Did you not feel an immediate need to return the favor? Did you not experience the need to treat somebody else with kindness to return the attitude? Gratitude is something that moves us so deeply that it makes us givers, after being receivers. That is why I consider that developing the feeling of gratitude (which not everyone is able to recognize), being able to identify the feeling, is so relevant to being able to find the mentor within. When the mentor offers genuine advice, when they care, when the time and the attention devoted to the mentee are truly honest, the mentee experiences that feeling you experienced a long time ago–“gratitude.” Imagine a world where everybody feels that way towards each other. That is too much, I know. Well, imagine a world where you can make a difference to others, where you can facilitate other people’s lives, where you can produce change, positive change, where the feeling of gratitude will be experienced by others thanks to your actions, your thoughts, your acts. Even more, imagine that the person you touched in that positive way is going to return that, to give it back to others, who in turn … you get the picture. But as I mentioned before not everybody is able to recognize kindness or to express gratitude. Some people simply feel in debt to others who helped them or did something for them. Even more, they reciprocate because they feel obliged to do so. That is not what I mean by gratitude. Gratitude is much more than reciprocity. Some people feel entitled to others’ actions, others believe they deserved whatever someone else did for them. There are many of those around us. I feel sorry for them, and I wish they could all experience the feeling that we discussed previously, realizing that the actions of others toward us do not even need to be big things for us to feel good about them and to experience gratitude to them and others. I would like to cite an example here of those who have difficulties in either perceiving or expressing gratitude. I am going to paraphrase my friend Rose, who has been kind enough to let me use her name and all her experiences in order to help others. I need to express gratitude towards her! Rose’s daughter Margaret had the great opportunity to obtain an internship in a prestigious...