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MENGEMBANGKAN TIM PENELITI. H UBUNGAN DALAM KELOMPOK PENELITIAN Fitur dari lingkungan penelitian: 1.Penelitian sangat terdesentralisasi, praktek-praktek.

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Presentasi berjudul: "MENGEMBANGKAN TIM PENELITI. H UBUNGAN DALAM KELOMPOK PENELITIAN Fitur dari lingkungan penelitian: 1.Penelitian sangat terdesentralisasi, praktek-praktek."— Transcript presentasi:

1 MENGEMBANGKAN TIM PENELITI

2 H UBUNGAN DALAM KELOMPOK PENELITIAN Fitur dari lingkungan penelitian: 1.Penelitian sangat terdesentralisasi, praktek-praktek lokal peduli 2. Kolaborasi, kerjasama dan kemandirian anggota 3. Kompetisi di antara (dan seringkali dalam) kelompok penelitian terutama persaingan untuk pengakuan 4. Iklim → dalam kelompok penelitian adalah relevan untuk melakukan responsibe 5.Membuat standar / aturan eksplisit, menginformasikan anggota kelompok baru 6. Disparitas kekuasaan: pemimpin kelompok kontrol sumber daya

3 H UBUNGAN DALAM KELOMPOK PENELITIAN Menetapkan standar 1.Dasar aturan untuk mengusulkan, melaksanakan dan pelaporan penelitian 2. “Aturan bahwa semua orang ingin orang lain untuk mengikuti, bahkan jika..." 3. Harus konsisten dan jelas 4. Berkisar dari kebijakan informal sangat dikodifikasikan 5. Mencakup berbagai situasi? mencerminkan nilai menyatakan ilmu pengetahuan?

4 H UBUNGAN DALAM KELOMPOK PENELITIAN Kerjasama dan kompetisi → internal kompetisi (disengaja: "pemenang mengambil semuanya")? → konflik etika mungkin antara kompetisi dan kolaborasi → kriteria untuk kredit? → harapan untuk timbal balik, loyalitas, kolegialitas? → etis kemungkinan konflik tentang loyalitas Power disparitas → hubungan: kelompok kepala, senior / peneliti muda, postdocs, mahasiswa, teknisi,...) → eksploitasi dan penyalahgunaan kekuasaan, sulit untuk menolak (misalnya, mengajar beban berat pada sebuah Postdoc, luas rutin pengumpulan data tugas untuk mahasiswa PhD,...)

5 H UBUNGAN DALAM KELOMPOK PENELITIAN Mentor → lebih dari pengawasan tesis, mentor beberapa menguntungkan → interaktif proses: aktif mencari bimbingan → memberikan pendampingan yang baik dalam kelompok adalah perhatian etika utama → beracun mentor: "avoiders", "Damper", "blocker", "kapal",... Apa yang bisa salah? → tidak jelas garis pengawasan Masalah penelitian → unsufficiently dibatasi → kurangnya baris yang didefinisikan dengan baik dan acara-acara reguler komunikasi → tanggung jawab peran samar-samar → adil atribusi / tidak memuaskan kredit, kepengarangan → kebijakan jelas tentang kepemilikan data dan ide-ide → pengisian bahan bakar dari kompetisi internal Ditulis aturan dasar? Lab resort lalu... (hal.79)

6 KELOMPOK PENELITI RESEARCH GROUP

7 SIFAT KELOMPOK (TIM) PENELITI 1.Unpredictable 2.May be unsuccessful 3.Milestones? Endpoint? 4.Money not contingent on performance 5.Commercialisation possibilities 6.Stakeholder expectations 7.Funding 8.Skill sets 1.Staffing 1.Short-term 2.Specialised 3.Students 4.Recruitment and retention 2.Collaboration 1.Role delineation 2.Communication 3.Intellectual property 3.Timelines 4.Reporting SUMBER:

8 Research Management Checklist 1.Project phases 2.Widespread consultation 3.A quick checklist to act as a cue Successful Research Projects Research Focus Project Management Research Team Stakeholder Relationships Risk Management SUMBER:

9 Konteks & Risiko Penelitian 1.Peringkat Dunia 2.Track record development and sustenance (focusing on the individual) 3.Rewards for short-term performance 4.Grant periods and disrupted career flows 5.Konteks Fellowships 6.Ketidak-pastian sumberdaya / disruption 7.Fokus pd Komersialisasi / Manfaat segera. 1.Loss of organisational memory 2.Geographic and distance 3.Political interference 4.Internal competition (ignoring the collective) 5.Lack of incentives for collaboration, sharing, risk-taking 6.Administrative demands and low resource base SUMBER:

10 Produktivitas & Inovasi Riset 1.Achieving research productivity and high performance outcomes 2.Creating the conditions for research success SUMBER:

11 Komunitas Riset yang Produktif (Bland, Weber-Main, Lund and Finstad, 2005, The Research Productive Department, Wiley) Productive Research Community Recruitment And selection Clear goals and priorities Shared culture, Positive climate Mentoring CollaborationCommunicationResources Capacity to research Rewards Brokered support Leadership SUMBER:

12 Hasil-hasil Potensial dari Riset Hasil-hasil (Outcome) Riset: – Papers, Grants, PhDs, Fellowships etc – Innovative products, processes and concepts – Collaboration and sharing across time, borders and institutions – Sustainable and growing research enterprise that is well positioned for future growth – Research communities that nurture and value depth and breadth of talent Time to explore, play, test and apply new and tangential ideas SUMBER:

13 Apa itu Inovasi ? The intentional introduction and application within a role, group or organization of ideas, processes, products or procedures, new to the relevant unit of adoption, designed to significantly benefit the individual, the group, organization or wider society. (West M.A. and Farr, J. L. 1990, Innovation at work. In M. A. West and J. L. Farr, (Eds), Innovation and creativity at work: Psychological and organizational strategies, Chichester, U. K., Wiley Press: 3 – 13.) SUMBER:

14 Penunjang Inovasi 1.Strategy 2.Structure and organisation 3.Innovation culture 4.Financial Resources 5.Human Resources 6.Information and Technology 7.Idea Generation and Creativity Process Typology of Innovation Enablers. Impactscan: a policy intelligence tools for regional innovation policy. Accessed at: m m SUMBER:

15 KENDALA BAGI INOVASI Strategy impediments (Kanter, 2006): – Hurdles too high, scope too narrow – Key contributors marginalised – Avoidance of failure / risk taking – Too many avenues being pursued Process: – Controls too tight – Planning, budgeting, reviews, performance management, focused on meeting short-term KPIs and accountabilities SUMBER:

16 Structure – Weak connectedness; strong segregation of possible collaborators – Silos limit exchange, dialogue – Limited knowledge of relevant technologies Skills – Weak / dispersed leadership – Communication across the group is weak – Relevant skills for innovation not nurtured / encouraged. SUMBER: KENDALA BAGI INOVASI

17 Menciptakan Konteks untuk Inovasi : Tantangannya Innovative hotspots (Gratton, 2007) – Cooperative mindset Collective intelligence, insights, wisdom, learning, enjoyment, intellectual challenge – Boundary spanning Depths of relationships, trust, shared expertise, experimentation and merging of knowledge – Igniting purpose Common and collective mission and purpose – Productive capacity Best use of talent; effective work context; productive work flows, relationships managed, interdependencies and rhythms co-ordinated, SUMBER:

18 Produktif menuju Inovatif 1.Longer time frames and vision 2.Negotiate and affirm the research strategy and its directions 3.Cultivate research leadership throughout the community 4.Develop an environment that encourages innovation and collaboration 5.Maximise the use of (and recognise) research talent 6.Create a learning environment that promotes new skills and capabilities – including your own skill development 7.Encourage alliances and stakeholder engagement 8.Encourage innovative practice as well as productive work SUMBER:

19 Dukungan bagi Pemimpin Riset 1.The expectations for research success are rapidly escalating, but with little support to increase the required outcomes, 2.Research leaders are not formally inducted into their roles. 3.Strategic research leaders in the community, such as the research executive and faculty associate deans (Research), generally emphasise corporate initiatives and priorities and post- graduate research quality assurance. 4.Research leaders are vulnerable to shifts in their context and funding for their research. 5.PhD graduates are not well-prepared in the areas of team skills, grant seeking and project management, let alone leadership capabilities. 6.There is little understanding or infrastructure to support the development of research leadership capabilities. SUMBER:

20 Indikator Riset yang Berhasil (Debowski, 2010) Traditional metrics Collaboration / Stakeholder Engagement Impact Leadership Effectiveness SUMBER:

21 Impact = Dampak Societal impact Adjunct appointments International recognition Editorial boards Teaching /research nexus Research translation Influence on policies Education of politicians Public outreach SUMBER:

22 Kolaborasi / Kemitraan Stakeholder 1.Collaborations 2.Industry partnerships 3.Philanthropy 4.External partnerships 5.Consultancies, focus on diversifying funding options 6.Effective communications with stakeholders and potential partners 7.Sustainable advisory committees SUMBER:

23 Efektivitas Kepemimpinan 1.Clearly defined mission 2.Effective strategy 3.Integrity and ethical practices 4.Positive perceptions of the research group and its contribution 5.Reputation 6.Quality of papers, graduates, labs, pedigree 7.University valuing / recognition SUMBER:

24 TANTANGAN BAGI KEUNGGULAN RISET 1.Maintain an outstanding track record across the traditional measures of excellent performance a.Develop a strategic vision for the research group b.Consolidate the research niche c.Move the research group forward d.Flexible, effective decision making and good delegation e.Lead and manage the research team f.Deal with underperformance, difficult personalities, depression and team conflict g.Team development h.Balance the many demands i.Manage overall productivity and impact 2. Inovasi dan kolaborasi. SUMBER:

25 1.University and research strategy, policy and protocols 2.Research project and risk management, quality assurance, including national performance indicators and their meaning 3.Research capacity building, research training and research management, risk management, quality assurance, national performance indicators and their meaning 4.Financial management 5.Human resource management, recruitment, selection, performance management, conflict resolution, mentorship and capacity building 6.Marketing and sponsorship of the group and its outcomes 7.In some cases, facility and laboratory management 8.Collaborative and productive research network management, particularly with those working in other disciplines, and 9.Relationship management, industry engagement and philanthropy…… SUMBER: KAPABILITAS KEPEMIMPINAN DALAM RISET

26 1.Research leader inductions – provided at faculty and university levels to encourage improved awareness of policy and performance expectations; 2.The provision of a research leadership programme that explores the role and its successful enactment. 3.Access to 360 degree reviews, models, mentorship, coaching, and shadowing; 4.The brokering of a research leadership network that allows ongoing discussion of complex leadership matters; 5.Fasilitasi pemberdayaan Tim Peneliti & Review strategis; 6.Pengembangan kapasitas pendampingan. SUMBER: MENCIPTAKAN LINGKUNGAN PENUNJANG YANG RESPONSIF

27 1.Program Pemberdayaan peneliti muda 2.Inclusion in university retreats and faculty planning days; 3.Increased access to university executive to debate university policy and funding strategies; 4.The provision of targeted, relevant and research-specific workshops that address emergent leadership and management issues; 5.Access to professional support teams at point of need, and 6.Professional guides and tools that offer just-in-time advice when a crisis might occur. SUMBER: MENCIPTAKAN LINGKUNGAN PENUNJANG YANG RESPONSIF

28 KONTEKS RISET YANG LEBIH LUAS 1.How can we better articulate, value and acknowledge research leadership and management? 2.We need to review the metrics by which we measure research success 3.We should place greater emphasis on recognising and facilitating innovation and creative research leadership and management 4.Our promotion systems and university support strategies need significant reform to ensure high quality research leadership. SUMBER:


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