Research Team Composition: Diversity
In the June 16th issue of the Nikkei newspaper, a sentence written by Dr. Tasuku Honjo in his 'My Resume' column left a deep impression on me: 'Science requires a gathering of "heterogeneous" rather than "homogeneous" people to generate new concepts and novel ideas. It is important to mix people from different fields and those raised in different environments. Research only moves forward when people with different backgrounds hone their skills together.'
The term 'Diversity & Inclusion' has long been prevalent in organizational management, but it is clear that this 'diversity' is not just about closing the gender gap. It is believed that teams with a balanced composition ultimately produce superior outcomes. This often signifies a positive spiral: it is not just about the number of deliverables, but rather that organizations with a balanced diversity attract better talent, lead to the development of better talent, and evolve into better organizations, which then continues into the future.
I, too, have realized the effects of this 'diversity,' especially since I started working in Australia. I feel it in my lectures, research seminars, faculty management meetings, and various group activities. As Australia is a nation of immigrants, I naturally work with people from completely different backgrounds. Therefore, if you form groups randomly, you naturally end up with people from various backgrounds... but when it comes to a team with a specific purpose, there are naturally requirements that must be met, so you cannot choose randomly. Even in such cases, it is important to 'mix as diverse a range of talent as possible.' For example, in a research team, a PhD, Master's, or Bachelor's degree in the field is a prerequisite, and whether one possesses specific technical skills (such as experimental skills in science, or statistical and programming skills in my field) is the most important point. Differences in gender or cultural background are inevitably considered only after those conditions are met.
Also, as I noted in a previous article (below), communication skills are extremely important.
This is because it is crucial for improving the quality of research for members with various backgrounds to scrutinize research results and engage in discussions from diverse perspectives. Furthermore, it is better for each member's experience to be different. This provides an opportunity for experienced members to pass on knowledge and skills to those who are just gaining experience, and at times, the perspective of a less experienced member can lead to identifying blind spots that veterans might have missed, creating a positive synergy.
My research team has also been revamped this year and has become even more 'diverse.' Since my team conducts case studies in Japan, China, and Saudi Arabia, we need communication skills not only in English but also in the languages of each region, and some members have practical experience specialized in those areas. Our generations and cultural backgrounds are each unique. Sometimes, it is important to talk things through thoroughly to better understand each other's opinions, but that is precisely why knowledge and mutual respect are fostered. In such an environment, I hope to 'hone our skills together' and deliver research results that are useful to society.
