The UK is strong in research. Research Excellence Framework (REF) 2021 results showed that more than 80% of the research work submitted was of world-leading or international excellence.
REF 2021 also showed that “half of the research populations submitted work in environments equipped to produce world-leading quality research and enable significant impact.” great news.
So why are there so many reports of poor research culture within UK universities? The results highlight serious concerns that poor culture negatively impacts researchers, especially early in their careers. This includes lack of diversity and inclusion, competition, lack of job security and loss of talent.
In this article, based on my own experience, I discuss how universities can support a more collaborative culture within their own institutions by changing the way they review, evaluate, and reward professors and senior researchers. indicates
context
First, I would like to acknowledge the significant positive impact of changes in research evaluation, including in 2015. metric tide The report, the San Francisco Declaration on Research Assessment (DORA), and the Stern Review of the REF. This move away from the Impact Factor and H-Index will lead institutions to consider a broader range of assessment instruments in the promotion and evaluation of professors. The requirement to include in her REF all staff members with significant research responsibility and increased flexibility in the number of outputs to submit resulted in a 46% reduction in the number of staff considered for him compared to the REF. Increased. 2014. Opinions are divided, but there is almost no doubt that the system has had fewer games due to changes in requirements.
problem
However, REF only happens once every 7 years, and it happens only in the UK, which is more difficult to change culture. Traditionally, professor promotion and evaluation focused on individual achievements, including publications and grant income. This, in some cases, leads to unhealthy competition, putting senior faculty under pressure to maximize their own reputation and performance and not develop others. 78% agree that “intense competition has created an unfriendly and aggressive research environment”. Sadly, there are many stories of researchers being excluded from research output and funding, or bullied by principal investigators.
solution?
As Research Director, I have worked hard to create a research environment that supports collegiality and researcher development. I have long suggested alternative methods for promoting and evaluating senior academic staff.
How does this work, then? Focuses on the steps Principal Investigators (PIs) are taking to support and develop individual researchers. This included transitioning from co-authorship to lead authorship on output (depending on discipline), transitioning from co-author to her PI on grant applications, developing networks, external collaborations, and influence support. may be included.
By changing the way performance is measured and evaluated, the contributions of others to development are recognized, rewarded, and magnified. Indeed, this is already being done in some individual institutions. The purpose of this article is to broaden the conversation and support the expansion of this practice across the sector. Ideally, staff representatives, academics at all levels, the Commission on Equity, Diversity and Inclusion and study Vitae, Advance HE, UK.
I would like to emphasize that so many senior researchers support the group in this way. From conversations with professor colleagues, I’m sure many would welcome a system that rewards both individual and group performance.
merit
While these proposals cannot solve broader issues about university research and culture, changes to broader, more relevant, and more supportive assessment and reward systems include: It has the power to generate big profits. Supporting their group and sometimes to the detriment of themselves. Promote much-needed equity, diversity and inclusion. Discourage and reduce bullying, plagiarism and unhealthy competition. Enhancing innovation and research excellence. Talent retention and development.
Many different articles and surveys on research culture and academic well-being show that the current system is not sustainable in the long term. Adverse research cultures and practices impede academic achievement at best and damage the health, well-being, and career prospects of our finest emerging and established talent at worst.
Let’s broaden the conversation. When we accept that the post-pandemic world will be vastly different and much less stable than before, we have the opportunity to shake up old established practices and create something powerful and inclusive.
Jo Cresswell is a coach and mentor for Dr Joanne Cresswell Coaching. She was previously Director of Research and Knowledge Exchange at the University of Salford, UK.
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