Harvard Case - Ganging up on Cancer: Integrative Research Centers at Dana-Farber Cancer Institute (A)
"Ganging up on Cancer: Integrative Research Centers at Dana-Farber Cancer Institute (A)" Harvard business case study is written by Heidi K. Gardner, Edo Bedzra, Shereef M. Elnahal. It deals with the challenges in the field of Organizational Behavior. The case study is 15 page(s) long and it was first published on : Sep 1, 2011
At Fern Fort University, we recommend Dana-Farber Cancer Institute (DFCI) implement a phased approach to establishing Integrative Research Centers (IRCs) across its departments. This approach prioritizes a strong foundation of organizational culture, leadership development, and employee engagement before focusing on infrastructure and research initiatives.
2. Background
This case study focuses on DFCI's struggle to effectively integrate research across its departments. The Institute faces challenges in fostering collaboration, sharing resources, and maintaining a cohesive research vision. The proposed solution is the creation of IRCs, which aim to bring together researchers from different disciplines to address complex cancer challenges. However, the implementation faces resistance from department heads who are concerned about losing control and resources.
The main protagonists in this case are:
- Dr. Edward Benz: DFCI's President, who champions the IRC initiative.
- Department heads: Resist the IRCs due to concerns about control and resources.
- Researchers: Represent the potential beneficiaries of the IRCs, but lack a unified voice.
3. Analysis of the Case Study
The case presents a complex situation requiring a multi-faceted approach. We can analyze it through the lens of organizational behavior, change management, and leadership.
Organizational Behavior:
- Organizational Culture: DFCI currently exhibits a siloed culture, with departments prioritizing individual research agendas over collaborative efforts. This culture hinders the success of IRCs.
- Leadership Styles: Department heads exhibit a transactional leadership style, focused on individual performance and control. This clashes with the transformational leadership required to drive collaborative research.
- Team Dynamics: The case highlights the lack of trust and communication between departments, hindering effective team formation and collaboration.
- Power and Politics: Department heads wield significant power, making it difficult to implement change without addressing their concerns and building consensus.
Change Management:
- Resistance to Change: Department heads exhibit strong resistance to the IRC initiative due to perceived threats to their autonomy and resources.
- Communication Patterns: The lack of transparent and consistent communication about the IRCs fuels suspicion and resistance among department heads.
- Employee Engagement: Researchers are not actively involved in shaping the IRCs, leading to a lack of ownership and enthusiasm.
Leadership:
- Leadership Development: DFCI needs to invest in developing leaders who can foster collaboration and embrace a shared vision for research.
- Emotional Intelligence: Leaders need to demonstrate empathy and understanding towards department heads' concerns, addressing them through open communication and negotiation.
- Decision-Making Processes: DFCI needs to involve researchers and department heads in the decision-making process to build consensus and ownership.
4. Recommendations
To successfully implement IRCs, DFCI should adopt a phased approach:
Phase 1: Building a Foundation (6-12 months)
Culture Shift: Focus on building a culture of collaboration and trust through:
- Leadership Development Programs: Train leaders on transformational leadership, conflict resolution, and team building techniques.
- Open Communication: Establish clear communication channels and forums for open discussions between departments and researchers.
- Shared Vision: Develop a shared vision for research that emphasizes collaborative efforts and the benefits of IRCs.
Employee Engagement: Involve researchers in the IRC design and implementation through:
- Focus Groups: Gather feedback from researchers on their needs and expectations.
- Pilot Projects: Launch small-scale IRCs to test the concept and gather feedback.
- Recognition and Incentives: Recognize and reward collaborative research efforts.
Addressing Concerns: Engage with department heads to address their concerns through:
- Transparency and Communication: Clearly communicate the benefits of IRCs and address concerns about resource allocation and control.
- Negotiation and Compromise: Find mutually acceptable solutions that balance department autonomy with collaborative research needs.
- Pilot Projects: Allow department heads to participate in pilot IRCs to gain firsthand experience.
Phase 2: Infrastructure and Research (12-18 months)
- Resource Allocation: Develop a transparent and equitable resource allocation model for IRCs.
- Infrastructure Development: Establish physical and technological infrastructure to support collaborative research.
- Research Initiatives: Launch research projects that leverage the expertise and resources of multiple departments.
Phase 3: Continuous Improvement (Ongoing)
- Performance Evaluation: Continuously evaluate the effectiveness of IRCs and make adjustments based on feedback.
- Innovation and Growth: Encourage ongoing innovation and expansion of IRCs to address emerging research needs.
- Leadership Development: Continue investing in leadership development to sustain a collaborative culture.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Mission: The IRCs align with DFCI's mission to advance cancer research through collaboration and innovation.
- External Customers and Internal Clients: The IRCs benefit both external customers (patients) and internal clients (researchers) by fostering collaboration and driving scientific breakthroughs.
- Competitors: The IRCs position DFCI as a leader in collaborative cancer research, attracting top talent and funding.
- Attractiveness: The IRCs offer a significant return on investment by accelerating research progress and generating new discoveries.
6. Conclusion
Implementing IRCs through a phased approach that prioritizes organizational culture, leadership development, and employee engagement will significantly improve DFCI's research capabilities. This strategy addresses the challenges of resistance to change, siloed culture, and lack of collaboration, ultimately leading to a more productive and innovative research environment.
7. Discussion
Alternative approaches include:
- Top-down Implementation: This approach would involve imposing IRCs on departments without their input, leading to increased resistance and potential failure.
- Status Quo: Maintaining the current structure would perpetuate the challenges of siloed research and hinder progress.
Key assumptions of the recommendations include:
- Leadership Commitment: DFCI leadership needs to be committed to the IRC initiative and provide the necessary resources and support.
- Employee Buy-in: Researchers and department heads need to be willing to embrace collaboration and participate in the IRCs.
- Effective Communication: Clear and consistent communication is crucial to address concerns, build consensus, and drive change.
8. Next Steps
DFCI should implement the following timeline:
Month 1-3: Launch leadership development programs and establish communication channels.Month 3-6: Conduct focus groups with researchers and department heads to gather feedback.Month 6-9: Develop a shared vision for research and pilot small-scale IRCs.Month 9-12: Address concerns and build consensus around the IRC initiative.Month 12-18: Develop resource allocation models, establish infrastructure, and launch research projects.Month 18 onwards: Continuously evaluate the effectiveness of IRCs and make adjustments as needed.
By following these recommendations, DFCI can overcome the challenges of implementing IRCs and create a more collaborative and innovative research environment, ultimately leading to advancements in cancer research and improved patient outcomes.
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Case Description
Dr. Barrett Rollins, Chief Scientific Officer of the Dana Farber Cancer Institute, attempts to engender cross-scientist collaboration by applying project management principles to medical research. The resulting innovation, Integrative Research Centers, are novel in this field and present a substantial challenge to the Institute's culture, which had previously allowed faculty scientists complete autonomy over their research. Center leaders are required to develop a business plan, adhere to agreed-upon performance metrics, and undergo regular progress reviews conducted by a peer-led oversight committee. The Center for Nanotechnology in Cancer, a new but crucial center in the program, has failed to meet almost all of its objectives in the first year. Furthermore, a heated dispute between two faculty members in the center has complicated matters significantly. Rollins is flummoxed by these problems because he thought he had provided resources and clear objectives to all of the centers. He must urgently diagnose the main reason(s) for the center's shortcomings and develop a plan of action so that this center's problems do not undermine the whole initiative toward greater scientific collaboration.
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