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Episode 8 30.03.2021
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What happens when you publicly criticize five major research institutions for not collaborating , and they call you back to fix it? Neuroscientist Theo Mulder shares the inside story of building a 200-person scientific consortium from scratch, and why trust and the willingness to share are the only things that make large-scale research collaboration work. Subscribe for more episodes on the science of collaboration. Theo Mulder’s career arc reads like a case study in escalating collaborative complexity: from experimental neuropsychologist to professor of movement disorders, then director of 17 institutes at the Royal Netherlands Academy of Sciences, and finally architect of a major interdisciplinary consortium linking five research partners. Each transition taught him something different about what makes collaboration succeed or fail at scale. The conversation opens with a candid origin story. In 2017, Mulder gave a public lecture criticizing five Dutch institutions , Radboud University, the University Hospital, Sint Maartenskliniek, and the Technical University in Twente , for failing to cooperate on human movement disorders despite all being specialized in the field. He expected nothing to come of it. Instead, the boards called him and said “you have a point,” launching a consortium of 200 researchers that he chaired for four years. On the defining features of collaboration, Mulder is direct: trust and the willingness to share. He cites a sign in Groningen University Hospital: “If you cannot share, you cannot multiply.” Political pressure to form large consortia is real, European science policy increasingly demands it, but without genuine trust between participants, no amount of structural incentive produces real collaboration. His experience directing the Royal Academy institutes reveals the limits of top-down collaboration. Within individual domains, humanities, biology, neuroscience, cooperation existed naturally. Between domains, it did not. Mulder learned that interdisciplinary collaboration cannot be mandated; it must be cultivated through shared problems that genuinely require multiple perspectives. The discussion addresses a practical insight often overlooked: the importance of engaging junior researchers, not just principal investigators. Mulder argues that PhD students and early-career scientists carry the collaborative flame forward as multi-year projects evolve. When COVID prevented in-person symposia, this pipeline broke , you cannot build a scientific community through boxes on a screen. On COVID’s broader lessons, Mulder notes that the pandemic proved collaboration works under pressure: vaccine development that normally takes years was accomplished in eighteen months through unprecedented scientific cooperation, driven by trust, willingness to share, and societal urgency. The lesson is that humans can collaborate at extraordinary speed when the stakes are clear. His view of human nature is balanced: Homo sapiens is a group animal with both angel and devil inside. Cooperation is one of our core social needs, alongside physical contact and the sharing of thoughts through gathering. If he could change one thing, it would be to lower the level of jealousy , the quiet saboteur of every collaborative enterprise. Part of the Ernst Strüngmann Forum series on Collaboration, produced with the Convergent Science Network.
Tagged as:
collaboration Movement Disorders research consortium scientific collaboration Trust Willingness Willingness Share
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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