Colleges and universities have three basic functions: training talents, scientific research and serving the society, among which scientific research is the basis for colleges and universities to continuously improve their connotation, cultivate innovative talents and improve their ability to serve the society. One of the main manifestations of scientific research in colleges and universities is to undertake a large number of scientific research projects at all levels every year, and the common organizational form of undertaking scientific research projects is the unfixed research groups. The research group is often established with the start of the project and dissolved with the completion of the project. It is a flexible and dynamic organization. The completion of a scientific research project requires the Qi Xin cooperation of the whole project team, and the quality of project completion also depends on the work quality of each team member. However, the construction of scientific research team is not so easy, and there are many problems in the operation of the team. Therefore, exploring the obstacles existing in the construction of scientific research teams in colleges and universities and finding countermeasures to solve them have certain practical guiding significance for scientific research workers in colleges and universities.
First, the characteristics of scientific research teams in colleges and universities
The scientific research project team in colleges and universities is formed on the basis of a certain project. When applying for a project, the person in charge of the project will temporarily find members to form according to the needs, and the number of members is generally less than 6. Such a team has the following characteristics:
(1) dynamics and stability. The dynamics are reflected in three aspects, one is the dynamics in time. The establishment of the project team is uncertain in time, but it was established when the project was declared. After the project is completed, the team will be dissolved. The second is the dynamics of team members. Every time the composition of the project team is uncertain, the project leader is mainly based on the research content of the project, the need to ensure the project establishment and the personal relationship convener. In the next project application, a new team will be formed; The third is the dynamics of the responsible person. Different project leaders will affect the working style and atmosphere of the whole project team. Stability means that once the project team is formed, the personnel composition will not change easily, and no one will join or quit before the end of the project.
(2) Spontaneity. The project team is formed spontaneously, not a mandatory task, and does not need to be supervised and controlled by administrative means. Members get together voluntarily according to their research interests and personal needs.
(3) The non-power of the leader's influence. The project team leader is the person in charge of the project. His influence on the whole team members is not from the power he has, not from some administrative position he has, but more from a non-power influence, that is, his profound knowledge, excellent character and good interpersonal relationship attract project members to complete a scientific research task with him.
(D) There is a psychological contract between the project leader and the members. The rights and obligations of project team members are not clearly defined in writing, but there is a psychological contract, that is, the project leader expects members to obey the division of tasks, have research enthusiasm and cooperation spirit, actively invest, and complete the project on time and with good quality from beginning to end. Members also expect the project leader to implement the project guidance well and be fair and just in the ranking of results and the use of funds after the project is completed.
(5) The members are already familiar with or have had cooperation experience. Project leaders are generally willing to cooperate with good people again, and most project members are in the same research field and belong to the same department. Even more often, the project team is a "tutor+student" model, and members are already familiar with it, which is convenient for communication, shortens the running-in period and helps to speed up the output of results.
Second, the obstacles to the construction of scientific research teams in colleges and universities
Team building of scientific research projects is a process in which project leaders find several people with research interests and willingness to form a team to jointly complete a certain project task. This process is not smooth sailing, there will be some obstacles and the project team will be uncertain. These obstacles are reflected in:
(A) the convening ability of team leaders is limited. As the convener, the project leader should have strong scientific research ability, team organization and management ability, stable research direction and good interpersonal relationship, so as to form a project team. Without these conditions, it is difficult to establish a project team.
(2) The academic level is not high and the attraction is not enough. At present, there are many topics at all levels, including national, ministerial, provincial and municipal vertical topics and horizontal topics. If you participate in municipal projects or horizontal projects, many colleges and universities do not count when evaluating professional titles, or the funds for low-level projects are correspondingly small, which makes such projects unattractive enough to attract team members.
(3) Lack of high-quality human resources. The completion of a scientific research project requires gathering a group of people with different academic backgrounds and certain scientific research capabilities. As the person in charge of the project, I also hope to gather elite forces to complete the project tasks together, but sometimes such capable and high-quality talents are hard to find.
(d) Lack of recognition among members. After the establishment of the project team, members need to cooperate sincerely for a period of time and work in a harmonious and friendly atmosphere, which requires good recognition among members. If the recognition is not enough and one member is unwilling to cooperate with another member, he will not join the team.
(5) The individual will of members is not strong. The formation of the project team is voluntary, without any compulsion, and completely obeys the individual wishes of the members. But perhaps because of time, personal energy, interest and other reasons, members are reluctant to join the team.
Third, the problems existing in the operation of scientific research teams in colleges and universities
In addition to some obstacles in the formation of the project team, there will be various problems in the operation of the whole project team, which will affect the high-quality completion of the project tasks.
(A) the person in charge of the organization is not suitable, and the team does not show obvious team effect. Team effect is the embodiment of1+1>; 2 effect, which is also the main belief of team building, which requires each member of the team to mobilize their subjective initiative and give full play to their greatest advantages for the same vision and goal. However, many project team leaders lack the corresponding management and coordination skills, either because they lack organizational work or because they decide certain things according to their personal preferences and feelings and don't listen to other people's opinions, which leads to the lack of vitality of the whole team.
(b) The team didn't achieve real academic cooperation, but just pieced together. Many project teams are set up to ensure that several people randomly piece together. After the establishment, members did not have close academic exchanges and did their own work. Finally, put their research results together. Some people just hang their names and don't really participate in the operation of the project. In this way, it is difficult for team members to enjoy knowledge, and the growth of their own scientific research ability is also limited, which also hinders the team's scientific research and innovation ability.
(3) The structure of team members is unreasonable. The structure mainly includes age structure, professional title structure, knowledge structure and college structure. The unreasonable structure of the project team is mainly manifested in the young age structure, low title structure and lecturer-oriented. This is mainly because young lecturers are still in the primary stage on the road of scientific research, and the results are not rich. As a person in charge, it is difficult to apply for a project, so you can only participate in other people's projects to learn and accumulate. Associate professors or professors often want to set up their own project team as the person in charge, rather than participating in other people's projects.
The unreasonable structure is also manifested in the knowledge structure. The project team needs people from different disciplines and professional backgrounds, and everyone can complement each other in knowledge and skills. However, due to the division of departments and disciplines, it is difficult to form an interdisciplinary team with the personal ability of the person in charge, which leads to the lack of diversified knowledge background and scientific research experience.
(4) The individual goals of the members are inconsistent with the team goals. If a team wants to be capable and energetic, it needs each member to define the team goals, and the team goals should be consistent with the individual goals of the members as much as possible, so as to ensure that everyone can truly integrate into the team and move towards the team goals. But in reality, many project team members are not clear about the goal of the whole team, and their personal efforts can't find the direction. Moreover, sometimes personal goals are inconsistent with team goals, and personal needs are difficult to be met in the team, which weakens personal enthusiasm.
(E) Lack of a clear and fair evaluation and incentive mechanism. The project team often lacks clear and fair evaluation and encouragement, and there is no corresponding evaluation on how much work has been done and how good the quality is. Even if there is evaluation, it is meaningless without corresponding incentives. For example, the order of the general members of the research group was determined at the time of formation. Even if the members behind it undertake more tasks and produce more results, this order will not be easily changed under normal circumstances. Therefore, the motivation is insufficient, the team investment is insufficient and the performance is not high.
Fourthly, the construction and operation countermeasures of scientific research teams in colleges and universities.
(A) the establishment of interdisciplinary research team. Scientific research should pay attention to practical problems from a holistic and systematic perspective. Today's major scientific breakthroughs are mostly the result of interdisciplinary integration. Traditional single-discipline research can not see the whole picture of reality more completely, so in order to find truly valuable scientific research problems and successfully obtain scientific research funds, it is necessary to establish interdisciplinary research teams. The diversity of scientific research team members is conducive to the integration and complementarity of knowledge, which can broaden the research field and enhance the scientific research strength.
(b) The selection criteria of team members should be flexible. When determining members, the project team often pays attention to the professional background and knowledge accumulation related to the project task, or takes a fancy to the academic level of members. In fact, there is no need to stick to these. We should also pay attention to two characteristics of members: first, the practical experience of members. Education is important, but practical experience is also essential. Some members have rich practical experience in enterprises, and their horizons will be broader and their views will be sharper on many issues, which can provide many practical and valuable opinions for the completion of the whole project. Second, members' personal interest in learning, enthusiasm and cooperative attitude. Sometimes interest and enthusiasm are more important than ability, which can stimulate a person's inner potential. Therefore, when selecting team members, in addition to academic qualifications and knowledge accumulation, we should also look at whether a person has interest in learning, enthusiasm for scientific research and a good cooperative attitude.
(3) The project leader's own management ability needs to be improved. The person in charge should play a greater role in the management of the team, which requires the person in charge to have good management and coordination ability, and think about how to organize the team members in a standardized and effective way, implement the division of labor of the project, promote the development of the project and improve the efficiency of the project. Pay attention to the following points: first, we should clearly understand the relationship between ourselves and our members. The person in charge of the project just takes the lead and leads everyone to complete a scientific research project together. Everyone is equal, not a member who works for the person in charge, and members should not think that they are helping the person in charge; Second, we should learn to mobilize members to join the management team. Team management is not the responsibility of the person in charge alone, but requires the participation of all members. Therefore, the person in charge should give members full autonomy, listen to and respect their opinions, discuss everything with each other, and strive to reach an understanding; The third is to learn to use external resources. In the process of project establishment and operation, the project leader should learn to make full use of the resources of schools and departments, and actively seek external help when encountering difficulties.
(4) Create a good team research atmosphere and close academic exchanges. Many project teams deviate from the purpose of scientific research, just to complete scientific research tasks, get funds and evaluate professional titles. The team is eager for quick success and instant benefit, paying attention to the results while ignoring the process. People are impetuous, and fewer and fewer people are doing scientific research in a down-to-earth manner. However, such a team will not have good innovation results, and its members have not been well trained and studied. Therefore, the project team should continue to carry forward the scientific research spirit of concentration, rigor and persistence, let members take a long-term view, pay more attention to their own accumulation and learning in the process of scientific research, and let the team have a good atmosphere of attaching importance to scientific research. At the same time, academic exchanges will be held regularly to report their respective research progress, what problems exist and what kind of help they need, so that everyone can promote each other and learn from each other when their thoughts collide, and have more scientific research inspiration, thus improving the performance of the team.
(5) Establish various forms of incentive mechanism. The vitality of the project team comes from the enthusiasm and creativity of each member, which requires effective and sufficient incentives for each member. Moreover, each member's ability, needs and incentives are diverse, and the ways of incentives can also be diverse. Material incentives include cash rewards for those who have made great contributions to the project and financial support for members to publish papers and works. Spiritual rewards include praise and high praise, and are re-ranked according to everyone's contribution at the end of the item. Attention should be paid to incentives: first, different rewards should be given according to the different abilities of personnel; Second, awards are not only based on published papers, but also on members' spirit of communication and cooperation and dedication; The third is to realize that the self-learning and growth of team members is also an incentive.
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