Newly appointed principal research investigators have to recruit, motivate, and lead a research team, manage personnel and institutional responsibilities, and compete for funding, while maintaining the outstanding scientific record that got them their position in the first place Small wonder, then, that many principal investigators feel ill prepared In this book, a successor to her best selling manual for new recruits to experimental science, At the Bench, Kathy Barker provides a guide for newly appointed leaders of research teams, and those who aspire to that role With extensive use of interviews and a text enlivened with quotes and real life examples, Dr Barker discusses a wide range of management challenges and the skills that promote success Her book is a unique and much needed contribution to the literature of science.Related Titles from the Publisher At the Bench A Laboratory Navigator, Updated Edition Career Opportunities in Biotechnology and Drug Development Lab Dynamics Lab Math Lab Ref, Volume 2 A Handbook of Recipes, Reagents, and Other Reference Tools for Use at the Bench...
|Title||:||At The Helm: A Laboratory Navigator (Handbooks)|
|Number of Pages||:||490 Pages|
|File Size||:||972 KB|
|Status||:||Available For Download|
|Last checked||:||21 Minutes ago!|
At The Helm: A Laboratory Navigator (Handbooks) Reviews
This is the book all grad students should read because this book discusses the things that you typically don't learn in grad school. The book is meant for new faculty, but anyone interested in learning practical lab management issues is encouraged to read this book. There is something useful in this book for both green rookies and experienced veterans.
I purchased this book when I worked as a graduate student in North America. I first started reading it then, but quickly put it aside, fairly disappointed, because it seemed to contain only trivial and obvious advice. Now, years later, working as a postdoc in Europe, I finished reading the book in its entirety. Lo and behold: it is a useful book indeed. In a nutshell, my opinion is as follows: what should be trivial information is actually not at all obvious to many advanced scientists, especially Principal Investigators (the main target group of this book). Thus, Kathy Barker's book contains many useful hints and suggestions for senior people at different stages of their career. For more junior people, the same hints and suggestions may prove useful on their way to becoming Principal Investigators.
This book is one of the most frequently quoted ones when it comes to the management in biomedical sciance. It is written for young investigators who just established their resarch groups. However, it is also useful for early stage scientists (graduates and postdocs) - it helps them to prepare for what is coming and to understand their boss better. The book covers most of relevant topics, however, I would not take this book as a Bible in scientific management, more like a set if guidelines - each reader must take his/her own stand. I recommend this book.
High quality book
It is just a vaguely defined compillation of subjective advices about a host of completely different topics, written in the style of a pop magazine.
This is a fantastic book. The author interviewed about a hundred new and seasoned lab leaders, and not only summarizes their advice clearly and succinctly, but also includes lots of anonymous quotations presenting a spectrum of opinions on any particular issue. And the book covers _many_ issues of interest to those setting up a lab, and those who wish to improve the way they run their lab. It focuses mostly on academic labs, but also presents some issues peculiar to industry. It really goes into every detail about people-managing issues.
I love this book and only wish it was published when I was first starting a faculty position. Definitely a biologist's perspective (and a lab-oriented one at that), but it covers many of the trials and tribulations of starting a new faculty position: setting up a lab, assessing priorities, making hires, managing committees, managing colleagues, etc.
this book is insulting. And considering there are tips for PIs about how to make casual conversation (eye contact, nodding, basic human character traits, etc), I wouldn't be surprised if some of those currently manning the helm with half a brain are a bit insulted as well. Ms. Barker really does a great job of describing graduate students as commodity-- I'm surprised she doesn't suggest that PIs check their mouths before shouldering the burden of their desire to learn science. She describes some graduate students as "black holes" into which a PI's mentoring energy is sucked and wasted, she implies that if a student's project isn't working a) it's because the student is lazy and b) the mentor should not waste his/her time on such a student, but to rather focus on students who are more likely to "produce"-- and she ultimately makes me glad of two things: