Unique features of an R&D work environmentant research scientists and engineers

Abstract

Not only is good management of research the critical difference between a thriving research organization and an average one, but research is the most difficult to manage of all functional activities (Lamontagne Report, 1972, Vol. 2. referenced in Vol. 6, Ch. 10, p. 8 of the 1994 Report of the Auditor General of Canada)

During his extensive review of science policy in Canada, Senator Maurice Lamontagne identified three reasons or factors why managing research is different from managing other human activities:

• the uncertainty of outcome of research;
• the difficulty of measuring the results or impacts of research when each research task is unique; and
• the differences in the expectations, values, attitudes and motivation of scientists and engineers from those of other employees; (i.e. the people element).

To this list can be added at least two more major factors: the rapid rate of change of the scientific knowledge base, and the unique organizational characteristics of a creative and productive R&D-based institution that differ from the more traditional characteristics seen in most non science-based government departments.

This review of the uniqueness of the R&D work environment and R&D personnel will elaborate on these five factors and show why managing R&D projects and personnel is generally more difficult than managing other organizational functions.

Keywords: R&D activities; Management of research.