Group Coaching, Grounded in Theory and Evidence, Deployed through the National Research Mentoring Network (NRMN) to Complement Research Mentoring and Increase Diversity

Abstract

Biomedical research training has historically relied almost exclusively on mentoring by research advisors as the vehicle for developing the talents of young scientists. Following an apprenticeship model, it affords almost a limitless array of permutations and combinations among mentors and trainees. It also allows for maximum variations in approaches to mentoring. However, it also leads to extreme variability in terms of what is ‘taught’ and opportunities made available to those in training, often leading to unpredictable outcomes, and/or underdevelopment or loss of scientific talent. This potential loss of talent can have especially high impact for individuals from underrepresented groups. As an alternative and complementary approach to more fully develop scientific talent, several variations of group coaching processes have been created and studied. All incorporate both practical and theoretical underpinnings and have established evidence of efficacy, and in one case intensive analysis through a randomized controlled trial. Based on both evidence of impact and theoretical strengths, they are now being expanded beyond their home institutions or limited missions to national impact through the National Research Mentoring Network (NRMN) funded by NIH.This presentation will highlight the theoretical basis, designs, and impacts to date of 4 different grant writing group coaching models being deployed and compared through NRMN. The presentation will also describe the career coaching group model with an expanded focus beyond grant writing that has evolved from a randomized controlled trial. The refined career coaching model is being tested in collaboration with the American Society for Pharmacology and Experimental Therapeutics (ASPET). All of the coaching models augment and complement research and other mentoring trainees are receiving. The models also all employ coaches who are highly skilled and successful scientists, usually with extensive mentoring experience, who are provided with additional training in the respective group coaching models. The models differ in the time each group operates (ranging from 3–12 months), and the career stages and readiness of participants to be actively writing a proposal. Unique to these group coaching models, they all acknowledge and make visible the underlying social science theories and practices that influence the environments where research training takes place. Evidence to date supports these group coaching models as valuable adjuncts to classical research mentoring, with the ability to positively impact maximal development of research talent and increase contributions from underrepresented groups.Support or Funding InformationSupported by NIH DP4 GM0096807, R01 GM107701, R35 GM118184, U54 GM119023 and ASPET Big Idea Award