Academia is a competitive world where toxic behaviour can emerge. Although most researchers follow a code of ethics, detrimental management can occur and junior researchers are usually the first to bear the brunt.
Let’s keep in mind that any toxic atmosphere in the research process does not only affect the well-being of the scientists, it also damages the overall scientific progress.
Panic in the lab! What are the causes?
There are several factors that can contribute to a toxic atmosphere in academia. Some of the most common causes include the pressure to publish. There is often a significant amount of pressure to publish research in order to advance one’s career in academia. This “publish or perish” culture can lead to a competitive and cutthroat environment, where researchers may be more focused on getting their work published than on collaborating or supporting one another.
In addition, academia can be hierarchical, with senior faculty members having more power and influence than junior faculty or graduate students. This power dynamic can sometimes be abused, leading to harassment, discrimination, or other forms of mistreatment. When junior researchers come to realise that their relationship with their PI — the one person who is most in control of their careers — is not working out, their career perspectives their career prospects are dimmed. This is especially true since doctoral students do not always have the interpersonal experience to deal with difficult relationships and are often unprepared for the rigid hierarchy of the academic world.
While mentoring has developed, academia can be isolating, with researchers often working long hours alone or in small groups. This can lead to feelings of loneliness, stress, and burnout, particularly if individuals do not have access to adequate support systems.
Unfortunately, academia is not immune to bias or discrimination based on factors such as gender, race, ethnicity, or sexual orientation. This can create a toxic environment where individuals feel excluded or targeted based on their identity.
Finally, many academic researchers rely on external funding to support their work, and securing funding can be a competitive and stressful process. This pressure can sometimes lead researchers to cut corners or engage in unethical behavior in order to secure funding or produce results quickly.
Overall, a toxic atmosphere in academia can be caused by a complex set of factors, and addressing these issues requires a concerted effort at all levels of the academic hierarchy.
Research culture as an antidote
Research culture is a prime antidote to prevent or deal with toxic management in academia. Some potential strategies include to establish clear expectations for behavior and communication within the lab. This can encompass creating a lab code of conduct, setting expectations for how data should be collected and analysed, and outlining protocols for conflict resolution. In this respect, the University of Luxembourg and the three Luxembourg institutes, i.e. the Luxembourg Institute of Science and Technology, the Luxembourg Institute of Health, and the Luxembourg Institute of Socio-Economic Research, follow the guidelines of the European Code of Conduct for Research Integrity, which new draft by the European Federation of Academies of Sciences and Humanities (ALLEA) and reviewed by Science Europe is to be released in the second half of 2023, and of the League of European Research Universities.
Another major element lies in mentorship and support. Junior researchers may benefit from having a mentor or support network within the lab. This can help them navigate the complex dynamics of academia and provide them with guidance and support. The Luxembourg National Research Fund (FNR) recognises the importance of mentorship in research, and has developed several initiatives to support researchers at all stages of their careers. One of them consists in rewarding Outstanding Mentor. With this award, the FNR recognises outstanding mentorship and honours this important, but sometimes under-appreciated, element of research. By providing guidance, support, and networking opportunities, the FNR is helping to create a supportive and nurturing research environment in Luxembourg.
Another element consists in addressing conflicts promptly and fairly. This can involve mediating disputes, seeking outside support or advice, or taking disciplinary action if necessary. In this respect, the ombudsman’s office at the University of Luxembourg is a confidential, impartial, independent, and accessible place of support for the university community. The ombudsman offers conflict management coaching, shuttle diplomacy, mediation, restorative circles and conferences to mitigate workplace conflicts. The ombudsman further offers presentations and workshops on healthy communication and conflict mitigation, conducts informal inquiries, and makes non-binding policy recommendations to all levels of university administration to address potential gaps and inequities.
Finally, PhD candidates in Luxembourg may benefit from training on topics such as conflict resolution, communication skills, and ethical research practices via the Office of doctoral studies of the University of Luxembourg. Ultimately, preventing toxic management in a research lab requires a concerted effort from all members of the lab. By creating a culture of respect, open communication, and support, research groups and labs can help ensure that all members are able to thrive and contribute to their full.
