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The Einstein Factor in Leading Science Based Projects Part 1

Written by: Jeremy Tucker

Article Overview: When asked if the people, practices and techniques required to lead science research projects are different from those in the general population, the answer is not just YES, but a resounding DUH!

The Einstein Factor in Leading Science Based Projects Part 1

The Einstein Factor in Leading Science Based Projects - Part 1

By Martin Wartenberg and Victoria Tucker, November 2007

When asked if the people, practices and techniques required to lead science research projects are different from those in the general population, the answer is not just YES, but a resounding DUH!

The differences are vast, in part because we believe there’s an Einstein Factor at work. In other words, in science organizations, academic brilliance is astounding. People are passionate about their work, committed and motivated to discover cures that heal a world population or design instruments that unleash the secrets of the cosmos.

And, like Einstein, high science or technology workers tend to push back the established status quo with an expectation of peer defaulting interaction and inclusion. Respect, recognition and reward commensurate with work are all assumed.

On the flip side of the Einstein factor are also those challenges encountered when it comes to emotional savviness. Einstein considered himself somewhat of a dunce on the topic with two failed marriages and only a handful of friendships over the years.

While the statement of emotional impairment may be more stereotypical than not, it does raise an interesting point about the preconceived notion that a trade off is required - the intellectual superseding anything emotional. And yet, according to the State of Engagement Corporate Leadership Council survey in which 50,000 employees from 27 countries were surveyed, knowing how to create an emotional commitment with people is at the very core of increased productivity and performance.

Not only are people differences great, but the way in which project teams are populated and managed also vary from the norm.

Some of the more intriguing differences between coordinating and staffing a Science Based Project Team from those in other industries are highlighted below:
Scientists and Medical Doctors are really, really smart.

* In fact, they tend to be in the 120 to 140 IQ range (Very Superior Intelligence) with some in the 140+ (Near Genius or Genius Level).
* This isn’t to imply that you don’t find smart people in other industries. You do, just not so many gathered together in one spot.
* Note: We certainly know those who hold Ph.D. or M.D. titles and couldn’t communicate directions to their Aunt Matilda’s house. Still, you get our gist- scientists and medical doctors are pretty dog gone bright.

Science based project teams are made up of different specialties.

* The Aubrey Group, a bio-tech consultancy organization, has estimated that the typical medical device project requires 12 different technical/scientific specialties.
* They believe this number also applies to pharmaceutical discovery projects.
* What ifs are the language du jour. The more varied the background of people gathered together, the greater the boundless thinking.

It takes a very long time for a scientist to achieve the necessary proficiency in their field of study (PhD plus post Doctoral efforts)

* Spending roughly 16 years studying their field of expertise, scientists usually end up knowing almost everything about their discipline.
* On the other hand, it also implies that as specialists, they may not necessarily be savvy about general business functions.

Medical Device and Pharma Discovery projects are L-O-N-G, typically requiring many years from inception to product roll-out.

* In fact, projects are often measured in decades.
* This requires several project hand-offs as well as built in transfer of knowledge (both tacit and explicit).
* Patience is paramount as is having a passion for staying the course over the long haul.

Based on extensive research, scientists and technical specialists tend to be “internal thinkers” and highly analytic in their approach to problem solving and decision making.

* Myers and Briggs (originating with Carl Jung’s work) identified basic personality types. Those in high science and technology positions tend to fit in certain dimensions.
* It certainly doesn’t mean they can’t fit into other niches, only that there’s a preference to be highly analytic when it comes to gathering information and very logic focused when making decisions.
* A great deal of “noodling” takes place. Typically speaking, scientists and technical specialists are going to cogitate and extrapolate on the inside before opening their mouths and spouting off on the outside.

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Article Tags: brilliance, corporate leadership, council survey, design instruments, duh, dunce, einstein factor, emotional commitment, emotional impairment, flip side, friendships, leadership council, medical doctors, preconceived notion, savviness, science organizations, science research, technology workers, wartenberg, world population



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