We started a few different things at work…one of which is journal club. I have no idea what journal club is suppose to be about other than sharing papers that “management” picks and we discuss. This can be good if the overall goal of this time and focus is shared so it can be mutually beneficial. There’s never any balanced discourse. Everyone agrees with what ever is going on and most of the time the literature is based upon some end goal that is never shared with the entire group.
What i think journal club is suppose to do is be a space for us within the Hub to present papers that are related to the mission and goals and to emphasize an interdisciplinary environment while learning from one another. I’m more of a transdiciplinary type of person. I like to create new things so sometimes I get lost within the rhetoric and space of this activity.
I’m hoping over time that this would be a place for authentic discussion as well as leadership development when it pertains to our roles within and outside the hub. It should also be a place where we find out more in depth about the projects other people are working as the theory they present should match to what they are putting into practice. It would be great that this could be the opportunity to practice mini talks and get feedback from our peers thereby creating a supportive collaborative environment. Instead it seems quite forced feed due to the lack of psychological safety within this new space.
Some behaviors I see that are stopping it from happening:
- Only men speak.
- Only men respond to one another
- Only men ask questions
- There’s no real diversity in thinking shared
- there is no psychological safety in sharing
- the aim and goal is not clear enough for the participants
Instead it’s as if the activity is drifting between aims and goals within the department. Just a trial activity being lead from management and not from the people who are leading the day to day front (the people).
- The journal club and it’s importance
- The best managers always set clear expectations
- 7 reasons employees don’t trust their leadership
- Silence and secrecy in the research process
- High performing teams need psychological safety