LEADERSHIP IN EDUCATION

                                                                                                                               Collaborative Research

                                                                                                                        The Pursuit of Valid and Reliable Data

       Other than teaching there is no scholarly endeavor more noble and valuable to society than the pursuit of knowledge through valid and reliable research. This process of discovery that takes various forms must be well-documented by the finest of researchers who know that the best of research methods are only as good as the researchers, themselves, and the knowledge they have accumulated from the years of previous work by other scholars. Therefore, it is difficult to imagine that this noble process of well-defined rules and procedures could be compromised or diminished in any way in the world of academia. Yet, this is exactly what has happened to the extent that it is difficult to recognize the best of research when the narrowest of studies are being released to the press for publicity for their institutions that have little to do with valid research or benefits to humanity. From dubious drugs to red wine, studies are being released to the public on a regular basis primarily to promote business. Also, many studies are being commissioned each day that are structured to support almost any argument in science or education. So, what is valid and reliable research and how can collaborative learning and leadership lead to research that produces legitimate benefits to humanity?

       In science most studies are conducted with a minimum of variables in order to isolate and identify specific cause and effect relationships. This procedure is the preferred practice in laboratory experiments and often produces results that are called reliable because they can be repeated with usually the same results. However, many examples of this practice have produced drugs that seem to be effective in the lab, but when used by real people, they often generate dangerous side effects. The inherent problem with these forms of “reliable research” is that they lack the validity that is found in research using environments and real life situations outside of the laboratory. These real life situations based on multiple variables produce what is understood by most researchers to be “valid results” insofar as they are based on the reality of life which includes multiple influences that often affect the outcomes of the research. However, there are also problems and limitations of even these types of studies in that they are not as reliable or repeatable as laboratory experimental research and limited variable methodology.  

       So, what is the answer in order to produce the most valid and reliable research? Clearly, the answer lies with a combination of both reliable and valid research methods that produce similar results and can be used to support each other. Also, collaborative methods of doing research that take into account the results of multiple studies of both valid and reliable research over a period of time produce findings that are the most relevant and accurate based on the shear amount of comprehensive data available. However, few researchers take the time to accumulate such information as they are often limited to narrow studies in their fields with tenure criteria that prevents them from using data and working with researchers from other disciplines. This is the all too common calamity of the practice of scholarly research in academic environments that do not encourage or allow the collaborative efforts that are necessary to produce the best and most valid as well as reliable research across disciplines.

       In the competitive world of research grant applications and university funding priorities, disciplines, researchers and entire departments and universities are pitted against each other in order to secure the funds necessary to continue their work. And, in the business world, research is primarily conducted to promote one product over another. This competitive approach is unfortunate in that ways could be found to combine efforts collaboratively to produce better results based upon more relevant data and much more cooperation. At the very least, more open tenure and research criteria could be developed to encourage cooperation and research efforts beyond individual disciplines and closed laboratory efforts. Community research projects and collaborative partnerships among consortiums of universities as well as public and private marriages for mutual benefits would all create more comprehensive results for the greater benefit of society. And, the values of teamwork and benefits for humanity that are found in the collaborative research methodologies will help to create a better more committed culture of researchers. Finally, these same collaborative research efforts will produce results that are both valid and reliable based upon comprehensive data across disciplines and this benefits everyone.

       The following is an example of how one university President with Collaborative Leadership ability worked with his administrative staff and faculty to initiate systemic change and to build a Collaborative Research Program and interdisciplinary curriculum.

       Dr. Franklin was recently hired as the new President of Public University with the hope that he would build a better working relationship with the staff and faculty of the University. Over the years Public University had become mired in bureaucratic red tape and such an overabundance of regulations and procedures that few presidents had the desire or collaborative ability to work through the problems and cut through the red tape to build better collaborative working relationships with less conflict. In fact, each department of the university was in constant competition for funds and viewed faculty outside of their disciplines more as rivals instead of colleagues. Therefore, the first order of business for the new President was to develop more of an open working relationship among all of the departments of the university.

       Dr. Franklin began by meeting with all of the department heads and asking them to review their criteria for tenure and research among their faculty to encourage more interdisciplinary research and joint funding efforts across disciplines. He then, with their help, set up a committee to find ways to develop and incorporate a common language to replace the unnecessary jargon in order for the disciplines to communicate more successfully and at higher levels with each other. His next step was to meet with the people in each department responsible for curriculum development and encourage them to develop more joint courses and requirements across disciplines for the students including a new set of core courses for the purpose of developing critical thinking, leadership, group communication and collaborative learning skills at the undergraduate and graduate levels of study. These new courses would be added to the existing core courses in literature, math and the sciences to build a stronger foundation for interdisciplinary and collaborative work for both students and faculty. With more students exposed to the ideas and collaborative efforts across curriculum new and more innovative research projects were initiated that would provide additional funding and recognition for the university.

       As Dr. Franklin’s vision for Public University became clear to the staff, students and faculty, he began to receive increasing cooperation and support across curriculum. Soon the level of collaboration and cooperation increased among the departments, and the faculty began to think of each other as more colleagues than rivals as they reaped the benefits of more integrated and innovative funding proposals. In addition, the quality of the research at Public University increased significantly as the more comprehensive nature of collaborative research created more valid as well as reliable studies with greater benefits to humanity. Soon significant accomplishments in interdisciplinary research were produced that created alternative energy prototypes and proposals for new green industries helping to eliminate pollution and greatly benefiting the environment. With great success came increased national attention. However, more important than the national recognition the university received for their work on these projects was the renewed interest and vitality for interdisciplinary research that was created by the collaborative leadership of Dr. Franklin among the various faculty and departments. His new open and collaborative approach to research and curriculum at the university generated more synergy and harmony among employees and faculty than every before.

 Copyright 2009, Global Leadership Resources: For teaching or classroom use only.

Note: This article is based on the concepts and examples found in the books, Collaborative Leadership and Global Transformation and Transformative Leadership and High Synergy Motivation by Timothy Stagich, Ph.D.

                                                                                    Discussion Questions

1. What is the difference between valid and reliable research? Why are both necessary for results that are truly accurate and beneficial to humanity?
2. Why is collaborative research across disciplines necessary and conducive to developing more valid research studies?
3. What is preventing more collaborative research at universities and colleges?
4. How can interdisciplinary curriculum help to create more collaborative research and cooperation among departments and faculty?
5. How did Dr. Franklin succeed in transforming Public University into a more collaborative school with an interdisciplinary research program and curriculum?
6. What were some of the greatest benefits of the collaborative transformation of Public University for the faculty, students and society?
7. Why did Dr. Franklin succeed when so many other university presidents failed to develop more synergy and harmony among employees, faculty and students?