Guide Every Other Thursday: Stories and Strategies from Successful Women Scientists

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We identified ways to improve our scientific productivity and implemented strategies for effective goal setting. We learned how to navigate job interviews, negotiations, and the two-body problem of having a spouse in academia.

What is a writing group, and how can you create your own?

We drafted plans for how to approach professional bias, discriminatory or condescending comments from colleagues, and maternity leave issues. There was no end to the professional topics we covered and the strategies we cultivated and implemented. One is preparing to go on the job market using the tools developed in our group. Everyone has seen the numbers: Women leave the academic pipeline at much higher rates than men do.

The numbers are just as discouraging for other underrepresented minority URM groups. This is unfortunate, since data show that diversity among STEM science, technology, engineering, and mathematics researchers means a better scientific labor force. The problem isn't just pipeline leakage: Women who stay on the academic track often report workplace bias and feelings of isolation, coupled with low expectations about their performance, leading to low opinions of their own scientific ability.

Every other Thursday: Stories and strategies from successful women scientists - Semantic Scholar

Mentoring has been held up as an effective solution for the leaky pipeline in STEM fields. Traditional mentoring relationships are valuable, but they are one-directional. The outcome has been so positive that we felt compelled to share and expand our peer-mentorship model.

At one point, I seriously considered leaving academia and even went so far as to apply and interview for a non-academic job. The group forced me to question why I was thinking about leaving academia in the first place. In the end, I gave academia one more try, and because I had thought long and hard about non-academic paths, I approached the search with a lot more confidence and a lot less desperation than before. I know this played a large role in landing my current tenure-track job. While a GPS group can be beneficial to anyone at any career stage, it is likely to be most valuable in early and transitional career stages.

Member selection. The ideal group, we found, has four to six people at similar career stages who coalesce around similar goals and challenges. Picking friends from within your department might seem like an easy choice, but we found that it is best to choose people from other fields. This limits competition among members who may be applying for the same fellowships, grants, and jobs -- a problem we struggled with, since two group members and a spouse were astronomers on the job market at the same time.

Sometimes all it takes is making an initial contact. Evgenya contacted Hannah and then approached Anat. Hannah suggested Alexandra.

If you cannot find enough like-minded people to set up a group, organize a large, informal get-together with people across disciplines and career stages. Such meetings, which we have held at our homes with 20 to 40 attendees, also serve as excellent networking opportunities. A commitment to meet often. We met every other week and treated GPS meetings as a top priority, showing up even on the eve of proposal deadlines and job interviews, sometimes with newborns in tow.

We found that frequent meetings -- and a real commitment -- engendered a feeling of mutual respect among the members and ensured the group's viability.

Several times, one of us felt too busy to go to a meeting. But we quickly learned that our meetings ultimately liberated more time than they consumed. And even when they didn't, we decided, they were too valuable to miss.

Ellen Daniell

She should attend anyway, in order to fulfill her mentorship responsibilities to the other group members. A commitment to confidentiality. This creates an open and comfortable environment where group members can ask questions, show weaknesses, test ideas, and be critical. We found we were more comfortable expressing and then combatting doubt among our peers than among more traditional mentors. Restricted times.


  • Current and future activities.
  • The Power of Visualization!
  • Herself the Elf - A Story to Color?

We kept each meeting to about 2 hours. The very culture of high tech, where foosball tables and endless supplies of beer are de facto perks, but maternity leave and breast-feeding stations are controversial, is designed to appeal to young men. Lean Out collects 25 stories from the modern tech industry, from people who fought GamerGate and from women and transgender artists who have made their own games, from women who have started their own companies and who have worked for some of the most successful corporations in America, from LGBTQ women, from women of color, from transgender people and people who do not ascribe to a gender.

All are fed up with the glacial pace of cultural change in America's tech industry.

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D36 also available as ebook. This book tells the story of a professional problem-solving group that for more than 25 years has empowered its members by providing practical and emotional support. And the objective of Every Other Thursday is to encourage those who feel isolated or stressed in a work or academic setting to consider the benefits of such a group—a group in which everyone is on your side. Breaking into the Lab: Engineering progress for women in science by Sue V.

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Rosser Call Number: Q R also available as ebook. Why are there so few women in science? In Breaking into the Lab, Sue Rosser uses the experiences of successful women scientists and engineers to answer the question of why elite institutions have so few women scientists and engineers tenured on their faculties. Women are highly qualified, motivated students, and yet they have drastically higher rates of attrition, and they are shying away from the fields with the greatest demand for workers and the biggest economic payoffs, such as engineering, computer sciences, and the physical sciences.

Rosser shows that these continuing trends are not only disappointing, they are urgent: the U.


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  4. Ultimately, these biases and barriers may lock women out of the new scientific frontiers of innovation and technology transfer, resulting in loss of useful inventions and products to society. P65 Named one of the notable nonfiction books of by The Washington Post.