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Working collaboratively with others
Being able to work well with others is an essential skill for life. It is also essential to success as a researcher.
All researchers have a formal relationship with their line manager or project supervisor. You may also work formally with other researchers, for example as part of a research team, as a representative on a university or departmental committee or as part of a working group within your subject network or department.
You will also interact with others constantly to share information, give advice or get feedback on your work.
Building good working relationships
Members of a team have different personalities. Everyone has their own individual set of strengths and weaknesses. Understanding your colleagues can be the key to building good working relationships. It will also help you understand why conflicts sometimes arise in the workplace, and how to defuse them.
You may be able to improve your working relationships by increasing your understanding of:
Teamwork
The strength of a team is the diversity of knowledge, skills and abilities that different individuals bring. A team with too many similar people may enjoy working together, but find that they struggle to meet deadlines for key tasks. They may find that there is nobody able to check the fine detail of the project or that they are unable to turn their ideas into reality.
Meredith Belbin’s analysis of team roles may be helpful to you in understanding your team. Belbin identified nine distinct roles which need to be present for a team to be fully effective. They are:
- the ‘Plant’ – the unconventional, creative thinker
- the ‘Monitor Evaluator’
- the ‘Co-ordinator’
- the ‘Resource Investigator’
- the ‘Implementer’
- the ‘Teamworker’
- the ‘Shaper’ – the one who provides momentum and focus
- the ‘Specialist’
- the ‘Completer Finisher’.
Most people have strengths in two or more of these areas – and weaknesses in others. It usually requires at least three or four team members to ensure all roles are covered.
Some questions you might like to ask yourself are:
- which roles do I usually take within a project team?
- which roles are covered within the team? Are any missing?
- can I cover any of the missing roles?
- how can we make sure that all of the roles are covered?
Managing your manager
Your relationship with your line manager can make all the difference to the success or failure of a project. It can also have a huge effect on your personal well-being.
Research involves a high degree of independence. Some researchers only see their line manager very occasionally. The manager may be busy, and you may slip down their list of priorities. If this is the case, it is well worth taking the initiative and arranging regular formal meetings so you can both stay up-to-date with progress. It may be helpful for you to draft an agenda in advance.
Other researchers see their line manager every day. They may work in the office next door, or regularly meet you for coffee or informal chats. This setting can lead to a manager becoming a personal friend as well as a colleague. On the other hand, it can also lead to micro-management and a loss of the researcher’s independence.
It is important to be proactive in raising any difficulties that arise. If your project is going badly or you find that you’re not getting on with your manager, do not be afraid to discuss it. Managers will want to make sure you are enjoying your working environment and that the two of you are working effectively as a team.