68- Prof. Milica Radisic- Creating interdependence in teams

Research lives and cultures

Prof. Milica Radisic is a Functional Cardiovascular Tissue Engineering Professor at the Institute of Biomedical Engineering (University of Toronto, Canada). Her work sits at the interface of engineering, stem cell biology and chemistry. Her ethos as a PI is to create interdependence between team members to build a collaborative and effective research team.
Milica is part of a generation of scientists for whom the transition from PhD to academic positions could appear to have been incredibly fast compared to the current generation of aspiring academics. The funding context and institutional expectations were different at the time.

Milica explains that the start-up packages were small then, and the access to research funding took a long time. This meant it took several years for newly appointed academics to get started with building their teams. Milica feels that in the current context, whilst there is a higher expectation at the point of recruitment, those appointed may be able to access research funding more quickly to start building their research group.

Milica’s transition post PhD was likely helped by the fact she had done her PhD in an incredibly prestigious research environment at MIT and had been surrounded by a very talented research community.

Her experience at MIT was one of support, motivation and inspiration. We often make assumptions about the research environment in US highly competitive research groups and institutions. We assume that the environment will be highly competitive between team members, but also that work-life balance will be absent. We all have heard horror stories of Postdocs experiencing unsustainable research environments in this type of highly prestigious institution.

Of course, these cultures of overwork and high competition exist, and each person will experience the environment differently. Milica felt that the head of the research group was setting the tone for the research team. She experienced this environment not as one of competition within the lab, but as one of inspiration to thrive as a scientist. It all stemmed from the ethos held by the Principal Investigator to have a healthy environment for his research group.

It is not because a research group is highly successful and competitive externally that this equates with an unhealthy research environment internally. Some researchers may stop themselves from considering applying for positions in highly competitive teams for fear of what the environment will be like. There is no rule. You just need to see what it is like for yourself. You cannot make assumptions about the research culture within a team, a department or an institution. You just need to discuss it with others who are experiencing it themselves or may need to experience it firsthand.

Listening to our conversation will prompt your thinking:

• Are labels (e.g. “world-class”, “highly competitive”, “prestigious”, “high impact”) about institutions and research teams deterring you from applying for roles?
• How much interdependence with your research colleagues are you prepared to have?
• Who do you have to support you in crafting and refining new research ideas?

Access the blog inspired by this interview here:
https://tesselledevelopment.com/research-lives-and-cultures/milica-radisic