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Episode 20 30.03.2021
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What does it take to make a thousand full professors, each king of their own empire, work together as equals? Sijbrand de Jong, former president of the CERN Council, reveals how the world’s largest scientific collaborations actually function, why formal rules of procedure matter more than goodwill, and what particle physics can teach every organization about scaling cooperation. Subscribe for more episodes on collaboration at scale. Sijbrand de Jong’s career is a masterclass in escalating collaborative complexity: from 60-person experiments as a master’s student, through hundreds-strong collaborations at CERN’s OPAL experiment, to presiding over the CERN Council , the governing body that approves billion-euro accelerator projects requiring decades of commitment from member states. Along the way, he founded research institutes, directed a pre-university science college, and served in university governance at Radboud University. The conversation opens with a linguistic insight that frames everything that follows. In Dutch, “collaboration” means siding with the enemy , a direct reference to World War II occupation. The Dutch use “samenwerking” for constructive joint work. This distinction, shared with Danish, reveals how historical trauma shapes even the vocabulary available for discussing collective action. De Jong describes the internal dynamics of large physics collaborations with unusual candor. When over a thousand principal investigators must work together, nationality becomes a significant variable. Some national cultures produce researchers who accept collaborative hierarchy easily; others generate constant friction. The skill of collaboration leadership is managing these differences without pretending they do not exist. The most revealing segment addresses the CERN Council’s rules of procedure , which de Jong personally wrote. He argues that formal rules are not bureaucratic overhead but essential collaborative infrastructure. Rules about who can raise which topics, how far in advance proposals must be submitted, how many discussion cycles are required before decisions , these structures prevent the chaos that destroys large-scale cooperation. He even found that insisting on formal dress changed the atmosphere of meetings, producing more civilized and productive deliberation. On the relationship between competition and collaboration in science, de Jong is nuanced. Large collaborations contain intense internal competition , for resources, recognition, and intellectual priority. The structure must channel this competition productively rather than suppress it. When collaborations fail, it is usually because personal conflicts override shared scientific goals, or because institutional incentives reward individual achievement over collective contribution. The discussion connects particle physics governance to broader questions about democratic decision-making. The CERN Council operates as a quasi-diplomatic body where half the representatives are professional diplomats and decisions commit countries to decades of financial obligation. The parallels to international climate negotiations and EU governance are direct. De Jong’s perspective on what makes collaboration sustainable is structural rather than psychological: have clear rules, enforce them consistently, document everything, and ensure that the process for raising and resolving disagreements is transparent and predictable. Human nature does not need to change; the architecture of interaction does. Part of the Ernst Strüngmann Forum series on Collaboration, produced with the Convergent Science Network.
Tagged as:
CERN Cern Council collaboration Formal Rules particle physics Physics Rules Procedure
About the author call_made
Both the triumphs of humanity and its most evil deeds have resulted from collaboration. In a time where humanity is required to aspire to the former and minimize the latter, the question arises of how collaboration arises and why it fails. Surprisingly, this phenomenon, so central to who we are, is not well understood. Hence, a collaborative effort is required to understand collaboration in its full biological, psychological, sociological, cultural, and economic complexity and to translate this understanding into operational impact. This series of podcasts is one step toward achieving these complementary goals. The Collaboration Podcast presents interviews with people who are central orchestrators of collaboration in various domains including business, government, science, art, health, sustainability, and the military. The discussions were conducted by Prof. Dr. Paul F.M.J. Verschure and members of the Program Advisory Committee of the Ernst Strungmann Forum on Collaboration (https://www.esforum.de/forums/ESF32_Collaboration.html) during 2021 and had the goal to sketch a map of opportunities, challenges, and obstacles in human collaboration. The forum took place in May 2022, and now we would like to share this series of interviews with a broader audience. The full report of the Forum will be published in 2023 by MIT Press. The podcast was produced by the Convergent Science Network (https://www.convergentsciencenetwork.org/). Context: The stability of social systems depends critically on realizing sustainable methods of “collaboration,” yet how and by which means collaboration is achieved is not clearly understood; neither are the conditions or processes that lead to its breakdown or failure. Collaboration can be understood as cooperation between agents toward mutually constructed goals. Part of the reason for our lack of understanding is that the phenomenon of collaboration is, by nature, a highly multidisciplinary problem, and effective research into its complexities has been difficult to achieve across the broad range of scientific and technical disciplines involved. The need for a fundamental understanding of collaboration, however, has become increasingly important. Not only does humankind demand answers as it attempts to address critical challenges at multiple scales (e.g., climate change, migration, enhanced automation, social and economic inequality), but ever-increasing technological and economic means of interconnecting people and societies are disrupting long-established, familiar patterns of how we interact. Radical technological changes that are ongoing have the potential to reshape collaboration in ways that are currently hard to predict or influence (e.g., by altering configurations in interaction, information creation, and modes of communication). On one hand, such changes could disrupt hitherto stable forms of collaboration by affecting critical communication channels and traditional roles, as can be observed in the rapidly changing patterns in governance, commerce, and social interaction. Conversely, technology could lead to the emergence of novel, successful forms of collaboration that deviate from traditional “hierarchical” architectures. Evidence of this can be seen in areas as diverse as highly automated manufacturing plants, the open science movement, collaborative software repositories, user-centered services, and the sharing of economy-based modes of organization. Without a fundamental understanding of the mechanisms, processes, and boundary conditions of collaboration, it is not possible to evaluate or predict which of these possible scenarios are sustainable or even plausible. The Forum “How Collaboration Arises and Why it Fails” (May 8–13, 2022, Location: Frankfurt am Main, Germany) Chairs: Andreas Roepstorff and Paul Verschure Program Advisory Committee: Jenna Bednar, Julia R. Lupp, Bhavani R. Rao , Andreas Roepstorff, Ferdinand von Siemens, and Paul Verschure
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