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Three Keys to Conducting Management Experiments

Experiments are a great way to learn and grow

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Ever since I left the bench for my first lab management role, people have asked me, “Don’t you miss being in the lab and doing experiments?” My typical response is that I miss being in the lab, but I do experiments all the time. As an experienced scientist, my approach to learning is very well aligned with the scientific method. It can be quite valuable to observe the situation, develop a hypothesis, and generate experiments to test the hypothesis. The key difference is that these experiments are testing leadership and management hypotheses, rather than technical ones. An example might be, is Rebecca ready to take on the project leader role for this key stakeholder? In my experience through many different roles, from frontline supervisor to running a business, the scientific method works. Here are some tips to help you more effectively design and execute leadership and management experiments:

#1 – Document the hypothesis

Documenting the hypothesis grounds the experiment. It clarifies exactly what the experiment is testing and prevents us from moving the goalposts during the experiment. It also forces us to convert some vague intentions into something concrete that can be fairly evaluated. Reviewing the written hypothesis after the experiment also helps to clarify the learning from the experiment. While doing these types of experiments can be very helpful, we only get real value from them when we stop and think carefully about the results in connection to the original hypothesis.

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#2 – Connect the experiment to needed outcomes

In these types of experiments, it is important to connect the experiments to the challenges and decisions that are required in the lab manager role. It can be unproductive to run experiments just driven by curiosity. Well-designed experiments can help you resolve questions like developing succession plans for important roles in the lab, designing cross-training plans, planning for promotions, and working with individuals on their development and growth. Because these experiments are working with people on their roles, responsibilities, and development, the experiments must be taken seriously and planned carefully. Not all experiments work, so there must be a safe landing spot for staff involved in hypotheses that fail. 

#3 – Be transparent

To get commitment from staff to participate in these experiments, lab managers must be transparent about why the experiment is important, the potential benefits to the participants, how the experiment will be conducted, and what happens if the hypothesis passes or fails the experiment. It is important to clearly communicate your intentions and your motivation for conducting the experiment. Being transparent about these experiments and their outcomes will build trust with staff and stakeholders. 

As scientists, lab managers have a unique opportunity to use the power of the scientific method to develop their leadership skills and solve key challenges facing the lab. All that technical expertise can be channeled into different kinds of experiments to benefit the lab.

About the Author

  • Scott D. Hanton headshot

    Scott D. Hanton, PhD

    Scott Hanton is the editorial director of Lab Manager. He spent 30 years as a research chemist, lab manager, and business leader at Air Products and Intertek. He earned a BS in chemistry from Michigan State University and a PhD in physical chemistry from the University of Wisconsin-Madison. Scott is an active member of ACS, ASMS, and ALMA. Scott married his high school sweetheart, and they have one son. Scott is motivated by excellence, happiness, and kindness. He most enjoys helping people and solving problems. Away from work Scott enjoys working outside in the yard, playing strategy games, and coaching youth sports. He can be reached at shanton@labmanager.com.

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