Collaborative research charts a roadmap for success
Anna M. Derossis, MD, MHPE, and Debra A. DaRosa, PhD
Departments of Surgery at McGill University and Northwestern University Feinberg School of Medicine
Colleagues collaborating in research is somewhat akin to going on a road trip together. Some collaborators may be local to the area while others may live geographically elsewhere. We can recall a few of those trips. Some trips were rewarding and others were not; some were great fun while others were stressful; and some were done for longitudinal work whereas others were for short, episodic duration. A commonality that these trips all share is each had a destination and we usually used a map, global positioning system, or set of directions to ensure we didn't get lost and are on the same roadway. As we embark on a journey with a colleague to do an educational research project, we need to ensure that we have a "set of directions" or a strategy that will help get us from concept to publication... in one piece. Strategies on how to collaborate effectively are outlined in this article.
1. Use a map to chart the trip, but be prepared to be somewhat flexible for detours along the way.
Everyone on the research team needs the same roadmap to ensure arrival at the desired destination. The map tells us where we are, what routes we plan to take, and when we plan to arrive. The map may include changes or detours; however, once a path is chosen, all travellers must be made aware of any changes in the original plan, no matter how minor they may be. A research proposal is no different. It is necessary to inform prospective collaborators where we are, where we would like to go, and how we propose to get there. Moreover, research questions and methods must be clear and succinct. Often the topic for a research project is based on an individual or group of individuals' personal interests. But before moving forward, the very first step taken should be a literature review. It is a good idea to distribute papers found in a literature review to the collaborators so that a discussion can take place before proceeding. The discussion should include answers to the following questions:
- Has the research on this problem been conducted previously, and if so, will new research produce any meaningful changes?
- What has been learned from past research?
- What more can we contribute to what is already known?
- What methods were used by other researchers?
- Is the research problem as drafted significant, or are there more compelling research questions on the subject that should be addressed?
It's far more enjoyable to collaborate on a research project with people who are passionate about the topic and who want to explore it further. Just be sure you have determined before you start that the results will be a contribution to research knowledge. Put the finalized research questions in writing, operationally define the terms, and distribute. Written research questions makes the endeavor clearer to you and your collaborators, and reduces the risks of misunderstanding and faulty assumptions.
2. Who is the designated driver?
Who's driving the project? Every project needs a leader or a coach. The primary investigator claims responsibility for the project at the beginning. He or she is responsible for keeping the project on track by maintaining momentum, keeping collaborators informed of progress and problems, and ensuring synchronization of the project's phases and end-point. Decisions about authorship, sequence of authors, and presentation/publication destinies should be ascertained at the beginning of the project. At this point, it is also critical to define each person's role and responsibilities for various aspects of the project. Minutes of these conversations should be distributed to all involved. It is also advisable that the project leader or designee routinely send an update of progress and pending actions through-out the project. Busy schedules make it critical that collaborators be informed of any problems, setbacks, or changes in protocol so the research does not fall off the collaborators' radar screens.
The project leader should be aware that people's enthusiasm for a project is typically high at the onset. But once potential collaborators know what is expected of them they may find that they don't have the time, resources, or the energy to see it through. It is better to sort this out at the start of the journey rather than in midstream.
3. Get in touch with the experts early on
When you are lost or want sightseeing tips while traveling, you typically stop at the gas station or contact the local tourism office and ask for assistance. Likewise, if you are expanding on ideas that have been previously developed by other researchers, get in touch with them early on in the project. Contact the person who published the article or wrote the book on the topic in which you are interested. Discuss with them your plans and thoughts. There is no need to recreate the wheel. Establishing communication with those who have expertise in the subject matter that you're researching can save you time. You may learn from their experience and may even learn about existing tools that will help you accomplish your project. If their involvement and advice contributes to the conceptual development of the project, you may even want to ask them to join the team.
4. Prepare an "investigator's pack"
One responsibility of the leader is to compile a packet of information that will be useful for all those collaborating on the project. This should include a draft of the research proposal (research questions, review of the literature, proposed methods), a time/activity schedule (such as a Gantt chart or similar project management tool), and copies of pertinent publica-tions. A "trip pack and lunchbox" for each colleague will be greatly appreciated by all of those along for the trip.
5. Keep on schedule
When traveling, everyone wants to know where the "pit stops" are and when will they will get there? With a generation revolving around the constraints of a clock, we all know that time is precious. Your colleagues will have known ahead of time what the expectations are with respect to time and deadlines (communicated in the trip pack described in number four), as they would have been agreed upon at the start. Procrastination has delayed and even killed the momentum of many projects. Most project leaders recognize some reminders may need to be given, especially in large scale projects, but will tire of collaborators who need too many.
6. Use your communication resources effectively
When you are traveling, make sure you bring that cell phone or other electronic communi-cation medium. Long distance collaboration couldn't be easier. We live in an era that our forefathers would envy. Conference calls allow meetings to be held over the telephone or Internet. Documents can be e-mailed in seconds. Manuscripts, reference bibliographies, and data spreadsheets can be shared and edited simultaneously. Be well versed and equipped with the necessary technology. Set up a group e-mail account (if there are more than one collaborator), blog, or a Listserv system so everyone involved receives the same communi-cations. These communication activities will enable you to work easily and at par with your colleagues.
7. Maintain a master trip journal
Journal the trip and trace your adventure on your map. Collaborating with colleagues requires serious organization skills. Keep a master file well labeled and don't amass all documents in one folder or have key documents scattered amongst the collaborators. File written and electronic messages and keep notes about decisions made over the telephone in a master research file. These will prove helpful as you write the final paper and revisit why certain decisions were made, say regarding data collection procedures or other deviations from the original proposal, for example.
8. Be patient and dedicated but assertive in getting the job done
Collaboration requires dedicated teamwork. It takes in all personalities and working habits. Collaborators need to keep each other in sync. This is especially true when it comes to implementing a research protocol on a multi-institutional basis. Colleagues share in the experience when the soundness of a research design is compromised by last minute changes made for the administrative convenience of one of the collaborating institutions. Although sometimes changes are outside the control of the co-investigator, it is best to have such problems known upfront and addressed at the start.
9. If the task is too large or too complicated then visit
Finally, there are strains and limitations in collaborating, especially if it is being done at a distance. It is important that we are sensitive to these and realize that if the quality of our work suffers, then we need to get together. Sometimes this will require a visit to another institution and other times you may meet halfway. Sometimes it means the princi-pal investigator does the majority of the work and travels to the collaborating institution(s) to work with the co-investigator to get the job done. It is easy at the beginning of a project when enthusiasm levels are high to agree to administer surveys, implement the intervention, etc. But the reality sets in when people agree to do more than they have time to do. When this happens, the team has to decide whether they need to exclude an institution from the study or to send assistance (if possible) to get the work done. This is probably the most frustrating part of collaborative research. It is best not to agree to collaborate if there are doubts that an investigator will actually be able to do at their institution what is needed.
10. Getting there is half the fun
These strategies may seem onerous at first glance, but the opportunity to collaborate with people with like interests is rewarding onto itself. Many friendships have been fostered from educational research collaboration. And we are in dire need of multi-institutional research to advance the ability to generalize our results, as well as make our grant applications more attractive to funding targets. The support and stimulation far outweigh experiences of frustration. For every project that dies on the vine or hits a roadblock, two blossom or serves as fodder for future trips.
Physicians build collaborative relationships daily in their professional interactions. For the sake of the patient, they join forces and work in a team, many times successfully. They have the basic tools necessary to face the challenges and to reap the rewards of fruitful collaboration. So although the road to a successful collaboration in educational research may be long, steep, or bumpy, "these campers have camped before."
Online March 30, 2009