Credit where credit is due

摘要

In his classic book Management Teams, UK psychologist Meredith Belbin used extensive empirical evidence to argue that effective teams require members who can cover nine key roles. These roles range from the creative 'plants' who generate novel ideas, to the disciplined 'implementers' who turn plans into action and the big-picture coordinators' who keep everyone working together.rnMuch the same range of roles is critical for science. Unfortunately, the academic system tends to reward only some of those activities-notably those that have easily measured outcomes, such as the publication and citation numbers so heavily weighted by promotion and tenure committees.