Wednesday, August 24, 2016

In Research: Team Motivation Drives Innovation

In the scientific community, research and development is seen as an art. It is a sector where researchers are given the opportunity to develop new technologies that have the potential to change the way society works. It is an exciting field that undercuts the existence of all profitable business ventures and technological initiatives. Professionals who gravitate towards this sector typically have strong academic backgrounds and passion for education.

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Every single R&D program or project is accomplished as a team, which can be considered as a unit of success. Research and development tend to attract creative, imaginative professionals, who should be motivated to nurture their personalities and mindsets as creators. Many studies in psychology have singled out R&D, as a sector where motivation is crucial to employee productivity and innovation among those with artistic temperaments.

Management can motivate in many ways. The most recommended form of motivation are incentives or positive reinforcement. Both financial rewards and praise for good work should be balanced, and leaders should recognize, according to timing, which incentive would work best for their team. Each R&D program is unique given the personalities involved and the output.

Salary increases are relatively straight forward. This is based on a system of meritocracy and promotes a healthy sense of competition, which should also be balanced. Jealousy and resentment could irreversibly ruin team dynamics and consequently, the research project itself.

Meanwhile, even as they are generous with praise, managers should maintain sincerity, as employees can easily pick out disingenuousness.

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Russ Lea has helped many organizations build and develop their R&D arms. For more information about his work, follow this Twitter account.

Wednesday, August 3, 2016

Communication In Crisis Management: a Research And Development Essential

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Research and development is built on communication. New forms of thinking have arisen and many professionals are now truly understanding the wisdom in risk and crisis management plans – particularly for their research and development programs. 

There was an aversion to the creation of these plans because these were thought to curry too many limiting. Yet crises are an inevitable occurrence in R&D, and research institutions should know how to conduct themselves in the event of one. 

The most important aspect to any good crisis management plan is communication. This is both intrapersonal and interpersonal. On a local level, departments within the facility should adapt a good communications plan which delegates responsibilities across departments during crises. A well-written action plan sees to such contingency measures. People respond well to built-in safety protocols and a sound action plan significantly reduces panic during a crisis. This fosters good communication within the company or facility. 

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On a bigger scale, research groups might have to divulge certain information to the public about crisis situations. It is the right of the public to know how the crisis arose, but most importantly, what is being done to resolve it. Representatives of the organizations have to be able to address all concerns in a calm and clear manner. 

Russ Lea is recognized within the R&D field as an excellent advisor on crisis management and risk potential for R&D projects. To learn more about this sector, view this LinkedIn page.