Strategies for Team Science Success

Kara L. Hall is Director of the Science of Team Science (SciTS) and the Theories Initiative at National Cancer Institute (NCI). Dr. Hall helped launch the SciTS field and provides on-going leadership to build an evidence base for effective team science approaches, translate the emerging SciTS knowledge into new policies and practices. She served as a member of The National Academies Committee on the Science of Team Science, which produced the report, Enhancing the Effectiveness of Team Science and as a founding board member of International Network for SciTS (INSciTS). At NCI, Dr. Hall supports cross-disciplinary research in areas including health behavior research, implementation science, systems science approaches, and healthcare teams. Prior to joining NCI, her research focused on advances in behavioral science methodology, applications of health behavior theory to multiple content areas, and the development of personalized interventions to enhance health and reduce disease. Shereceived her Ph.D. at the University of Rhode Island in Psychology with specializations in clinical psychology, neuropsychology, and behavioral science.Amanda L. Vogel is Global Health Evaluation Specialist at the Frederick National Laboratory for Cancer Research, sponsored by the National Cancer Institute.  Dr. Vogel is a national expert in the SciTS field, conducting innovative empirical research on science teams; contributing to the conceptual and theoretical SciTS literature; and developing resources that help users apply practices for effective team science to their own initiatives. She has provided longstanding leadership for the Annual SciTS Conference and is Founding Membership Chair of the International Network for the Science of Team Science (INSciTS). Her expertise spans cross-disciplinary science teams, international and cross-institutional teams, and community-engaged scholarship.  Prior to working at the NCI, her research focused on service-learning in health professions education and community-based public health interventions for underserved populations. She earned her Master’s degree in Health and Social Behavior at the Harvard T.H. Chan School of Public Health and PhD in Health Policy and Management at the Johns Hopkins Bloomberg School of Public Health.Robert T. Croyle is Director of the Division of Cancer Control and Population Sciences and Interim Director of the Center for Global Health at the National Cancer Institute. He formerly served as the division’s first Associate Director for Behavioral Research. Prior to joining NCI, he served on the faculty of the University of Utah, the University of Washington, and Williams College. His research has focused on psychological responses to risk factor information, including genetic test results. He is a recipient of the Distinguished Achievement Award of the American Society of Preventive Oncology and a Presidential Citation from the American Psychological Association. Hereceived his Ph.D. in Social Psychology from Princeton University.

• Chapter 1: Introduction.- Chapter 2: Disciplinary Diversity in Teams: Integrative Approaches from Unidisciplinarity to Transdisciplinarity.- Chapter 3: The Introduction of a New Domain into an Existing Area of Research: Novel Discoveries Through Integration of Sleep into Cancer and Obesity Research.- Chapter 4: The Integration of Research from Diverse Fields: Transdisciplinary Approaches Bridging Behavioral Research, Cognitive Neuroscience, Pharmacology and Genetics to Reduce Cancer Risk Behavior.- Chapter 5: The Intersection of Technology and Medicine: Ubiquitous Computing and Human Computer Interaction driving Behavioral Intervention Research to address Chronic Care Management.- Chapter 6: Research Spanning Animal and Human Models: The Role of Serendipity, Competition, and Strategic Actions in Advancing Stroke Research.- Chapter 7: Collaborating to Move the Laboratory Findings into Public Health Domains: Maxims for Translational Research.- Chapter 8: Methods for Co-Production of Knowledge among Diverse Disciplines and Stakeholders.- Chapter 9: Engaging the Community: Community-Based Participatory Research and Team Science.- Chapter 10: Engaging the Patient: Patient-Centered Research.- Chapter 11: Engaging the Practitioner: “But wait, that’s not all!” - Collaborations with Practitioners and Extending the Reasons You Started Doing Research in the First Place.- Chapter 12: Engaging the Public: Citizen Science.- Chapter 13: Individual Level Competencies for Team Collaboration with Cross-Disciplinary Researchers and Stakeholders.- Chapter 14: The Role of Team Personality on Team Effectiveness and Performance.- Chapter 15: Demographic Diversity in Teams: The Challenges, Benefits, and Management Strategies.- Chapter 16: The Added Value of Team Member Diversity to Research in Underserved Populations.- Chapter 17: Team Assembly.- Chapter 18: Innovative Collaboration Formation: The National Academies Keck Futures Initiative.- Chapter 19: Facilitating Cross-disciplinary Interactions to Stimulate Innovation: Stand Up to Cancer’s Matchmaking Convergence Ideas Lab.- Chapter 20: Retreats to Stimulate Cross-disciplinary Translational Research Collaborations: Medical University of South Carolina CTSA Pilot Project Program Initiative.- Chapter 21: Evidence-based Principles and Strategies for Optimizing Team Functioning and Performance in Science Teams.- Chapter 22: Conflict Prevention and Management in Science Teams.- Chapter 23: Precollaboration Framework: Academic/Industry Partnerships: Mobile and Wearable Technologies for Behavioral Science.- Chapter 24: Leader Integrative Capabilities: A Catalyst for Effective Interdisciplinary Teams.- Chapter 25: Organizational Perspective on Leadership Strategies for the Success of Cross-disciplinary Science Teams.- Chapter 26: How Leadership Can Support Attainment of Cross-Disciplinary ScientificGoals.- Chapter 27: The Interdisciplinary Executive Scientist: Connecting Scientific Ideas, Resources and People.- Chapter 28: The Role of Research Development Professionals in Supporting Team Science.- Chapter 29: Best Practices for Researchers Working in Multi-Team Systems.- Chapter 30: Developing a Shared Mental Model in The Context of a Center Initiative.- Chapter 31: The Value of Advisory Boards to Enhance Collaboration and Advance Science.- Chapter 32: Designing and Developing Coordinating Centers as Infrastructure to Support Team Science.- Chapter 33: Training to Be a (Team) Scientist.- Chapter 34: Continuing Professional Development for Team Science.- Chapter 35: Training for Interdisciplinary Research in Population Health Science.- Chapter 36: Cross-Disciplinary Team Science with Trainees: From Undergraduate to Post-Doc.- Chapter 37: Restructuring Research Universities to Advance Interdisciplinary Collaboration.- Chapter 38: Building a Cross-Disciplinary Culture in Academia through Joint Hires, Degree Programs, and Scholarships.- Chapter 39: Broadening our Understanding of Scientific Work for the Era of Team Science: Implications for Recognition and Rewards.- Chapter 40: The Interrelationship of People, Space, Operations, Institutional Leadership, and Training in Fostering a Team Approach in Health Sciences Research at the University of Saskatchewan.- Chapter 41: The Development of a New Interdisciplinary Field: Active Living Research - A Foundation-Supported Interdisciplinary Research Funding Program.- Chapter 42: The Power of Research Networking Systems to Find Experts and Facilitate Collaboration.- Chapter 43: Strategies for Success in Virtual Collaboration: Structures and Norms for Meetings, Workflow, and Technological Platforms.- Chapter 44: Open Sharing of Behavioral Research Datasets -- Breaking Down the Boundaries of the Research Team.- Chapter 45: Comprehensive Collaboration Plans: Practical Considerations Spanning from Individual Collaborators to Institutional Supports.