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The role of online social networks in inter-firm collaborative innovation and problem solving – doctoral thesis (2012)

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My mid-career doctorate: can it really be finished?

For those of you who have been kindly following my progress toward my doctorate – ups, downs, triumphs and challenges – here is the latest news.

Finally!

It is done!!!

Words that every grad student dreams of saying someday. Earlier this year, my thesis (below) went to external reviews, final edits and approval by the university. I was officially awarded the degree of Doctor of Business Leadership on October 1st. Once again I have to thank all of the hundreds of people who helped me along this journey.

Sharing the results

The best way I can think of to thank everybody who helped me along the way is to share the thesis and the results below. The study involved a comprehensive literature review, a quantitative survey of over 500 LinkedIn users as well as a dozen qualitative in-depth interviews with senior-level executives. In addition to the findings and analysis, contained in the thesis, there is also a starting framework toward a set of best practices for organizations wishing to harness the power of online social networks while mitigating some of the potential risks. So, here it is!

 

The role of online social networks in inter-firm collaborative innovation and problem solving

 

I am available for interviews, speaking and training on this topic…

Please feel free to get in touch with me to learn more about my research, findings and thoughts on this topic. I am pleased to see that the thesis and its findings are already getting some attention worldwide, and I am more than happy to be interviewed on the topic or to work with groups and organizations to develop keynote addresses, seminars and training related to this area.

Click here to visit the university library site that has the thesis abstract, other information and a link to view or download the actual thesis document. I hope you find the information useful!

Celebration time!

 

Suggested citation formats from Google Scholar

MLA:
Duncan, Robert David. The role of online social networks in inter-firm collaborative innovation and problem solving. Diss. 2012.

APA:
Duncan, R. D. (2012). The role of online social networks in inter-firm collaborative innovation and problem solving (Doctoral dissertation).

Chicago:
Duncan, Robert David. “The role of online social networks in inter-firm collaborative innovation and problem solving.” PhD diss., 2012.

LinkedIn inter-firm relationships: collaborative asset or competitive risk?

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Social media is… so NOT social!

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Doing real things with real people is more fun!

My Klout score has stopped rising lately, and has begun a mild correction downward. And yet I’m having more fun, doing more things with real people and accomplishing way more. I am immersing myself in scene study work with some great acting partners, and enjoying speaking to groups of real-live people. I wrote a feature length movie screenplay in 2 weeks.

So what’s up?

Well, I’d never describe myself as any kind of canary in a coal mine, but the inescapable fact is that I am bored with social media. The less time I spend engaged in social media of any kind, the happier I am. Taking a complete pass on Pinterest for example, was a sign of good health to me.

Stella Adler Studio Summer Conservatory

Rob Duncan is doing real things with real people


This isn’t the first time I have noticed this. I wrote about it here some time ago when I had returned to theater training in New York. Mind you, it’s not unusual that I would be an early exit candidate, since I was both an earlier adopter and did a doctorate on the topic of social media (the latter a guaranteed recipe to kill an interest in anything…).

So am I part of an early wave that is starting to walk away for good? Or am I taking a well-earned vacation? Time will tell. Just the same, I won’t be lining up to buy any social media stocks for the long term.

Here are a few things to consider doing as the weather improves, kind of a spring cleaning for the brain:

1. Have a cleansing social media fast. Stay off social media for a week or more at a time. Yes, it’s scary. Start with 2 hours and work up to whole days gradually, so you don’t go into sudden withdrawal.

2. Spend a week unsubscribing from updates, feeds and emails that no longer interest you. It’s amazing how many of these things still stream in, yet we don’t think to hit the instant unsubscribe button.

3. Be social, don’t just “do” social. Join genuine, real-world social events. Take a class, put on a play, join a team, see friends. If you’re really Jonesing for online connections, use things like Meetup to line up real face-to-face events.

4. Honor your solitude. Take some time to reflect. Cultivate a sense of enlightened exclusivity. Be less available.

5. Take yourself private. Stop over-sharing every little thing. If it’s a marketing tactic, trust me, it’s not working (you heard it here).

6. Keep social media as a treat – like ice cream. The odd time I pass through Facebook and LinkedIn (okay, Facebook) these days, It’s actually fun to see what people are up to.

So my challenge to us all is: step away from the screen, put the gadgets down, and go out and play. With real people!

Toward an initial framework for developing best practices for the use of online social networks in organizations

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As part of my doctoral research, I conducted qualitative research with people who had experience with using online social networks (OSNs) in their workplaces. The aim of the research was to develop a starting point for a framework for developing best practices for the use of OSNs in organizations.

The results of the qualitative inquiry identified a number of suggested best practices for organizations considering the use of OSNs. The elements presented below are intended to help serve as a starting point for organizations.

The elements have been grouped under the categories of strategy, listening, communication, guidelines, training, diffusion and measurement. As the usage of OSNs becomes more prevalent, and more history with OSNs is examined in future research, this set of suggested best practices can be extended and clarified over time. Below is an initial framework for consideration.

Strategy
Planning for OSN implementation should tie back to the organization’s strategy, goals and objectives. To this end, it is helpful to align the level and type of OSN planning to the planning culture of the organization overall.

“Align the strategy with the culture – if the culture is open to it, trial and error may be fine; otherwise it can be a disaster.”

Organizations that are more structured and methodical in their planning will likely benefit from a more structured approach to developing and rolling out an OSN plan. For this type of organization it will make sense to develop a concrete plan with reasons for using OSNs, and expected results. For organizations that favour a more iterative or adaptive approach to planning, starting with a tentative OSN strategy that can be adapted as needed may be the best approach, making adjustments as learning takes place.

“Don’t try to over-plan an approach to using OSNs. The most important thing is to start using the technologies, play with them, and figure out how to use them as you go along. Otherwise you can end up paralyzed by over-planning and losing valuable time relative to the competition.”

As noted above, the key is make sure there is an alignment between the planning style and activities that the organization uses overall, and to fit the OSN planning efforts into that style.

Listening
It is important to scan the environment and observe what is being done currently with regard to OSNs. This scan should include looking at what the competition is doing, as well as what is being done in other types of organizations and industries. It is equally important to understand what the behaviour and needs of the organization’s customers and stakeholders are. This will be helpful both in terms of not re-inventing the wheel, but also in terms of fitting an appropriate OSN approach to the needs of key stakeholders. It is important to research where the intended audience currently spends time, so that the organization ends up adopting the appropriate tools and platforms to reach that audience most effectively.

“Listening is a key activity that should be a goal of an OSN strategy. It is critical to be listening to what is being communicated by customers, and by competitors.”

Another role for listening is being aware of the fact that OSNs are not merely broadcast media, but are also an important means by which customers and other stakeholders can communicate with an organization. Missed messages represent missed opportunities. One suggestion is to have a “designated listener” on staff, someone whose job it is to monitor developments in the social networking arena, as well as monitoring actual communications from customers, stakeholders, collaborators and competitors.

Communication
A communications strategy for OSNs should be part of an overall coordinated communications strategy for the organization. As OSNs represent a unique medium, they require a unique approach to communications. In particular it is essential to be regular in communicating and to have engaging, relevant and value-rich content that meets the needs and interests of the audience. It is suggested that a professional communicator be used to design the communications strategy.

“Focus on quality not quantity. Focus on the experience you are creating for the customer. Focus on being a real person and being available to help… Ensure that what you promote is what you are.”

The importance of being authentic in OSN communication has also been emphasized in the qualitative interviews. The OSN representation of the organization should be in alignment with the brick and mortar organization.

Guidelines
It is important to develop guidelines that govern the appropriate use of OSNs, confidentiality and disclosure of information. These guidelines should be supplemented by training of all staff. As one respondent noted, it is useful to keep in mind that there is nothing fundamentally new about OSNs; they are just an enabling technology the same way a telephone and a fax machine were. It can be helpful to look at how the organization has dealt with other new technologies in the past, since there may not be a need for entirely new strategies, policies or guidelines. Though policies and guidelines can help mitigate negative consequences of using OSNs it is still necessary to have a plan for handling negative results, accidents or missteps.

“Need pre-planned answers and rules for interactions before negative comments and situations are encountered. Have a policy for negative situations and make sure everybody understands it. Hope for the best and plan for the worst. Be clear that social media leaves you open to detractors, so have a strategy in place for handling this.”

Establishing written corporate policies and procedures from both an employee and departmental perspective is recommended. A good starting point for this effort is to look at the existing policy frameworks the organization already has for items such as security, access, usage, confidentiality and see if these can be adapted for OSN usage, rather than coming up with a whole new set of guidelines.

Training
In order to effectively use OSNs, organizations need training on best practices for OSN usage, both for new hires and for existing employees. For example, it can’t be assumed that all employees know how to use OSNs or how to use them effectively and in agreement with company policies. It may be worthwhile to create a controlled task force for the first several months to convey valuable information to employees on how to use OSN tools and what employees need to know about representing the company on OSNs. Employees need to know they are representing the company at all times on OSNs and they same rules apply online as offline. OSNs are a tool to help empower employees as advocates of a brand or an organization, but those employees need to be trained to know what the appropriate behaviours are.

Diffusion
Earlier in this study, the role of early adopters in the diffusion of new technologies was discussed. The role of champions and influencers in a roll-out of OSN usage is very important. It is critical to identify these people within the organization – as well as in other stakeholders such as customers or collaborators – and to encourage these key people to assist in rolling out the usage of OSNs. Tying performance measurement and reward systems to the successful championing of OSNs in the organization would be a good way to attract and motivate the appropriate champions inside the organization.

Measurement
Management should set expectations and measurable goals for OSN usage. For example, what percentage of the time will the employee need to utilize social media to meet sales and referrals, against the total actual sales and referrals generated in a specific time period. Consider having audit and compliance measures implemented via neutral third-party vendors who can monitor, evaluate and measure productivity and feedback from a client perspective. Most OSN activities should have some sort of customer conversion as their ultimate goal. Conversion does not have to mean a sale, but some sort of action that is desired on the part of the audience. It could be clicking though to a website, signing up for a newsletter, or simply asking for more information. With the desired conversion in mind, a better social networking strategy can be developed. All marketing campaigns that make use of OSNs should be able to be tracked and measured for success. Not all metrics surrounding the use of OSNs need to be hard and analytical though – a blend of hard and soft metrics, such as anecdotes and success stories, can be very valuable.

“Focus on basic success metrics. These need not be too analytical. If you are putting out good content, and it is reaching the right people, that can be sufficient. Anecdotal results and good stories are just as important as hard metrics.”

Our new book – Improv to Improve your Business: Using the principles of improvisation to foster communication, creativity & innovation

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Now available on AMAZON!

I was thrilled to be involved in this collaborative writing project, in which co-authors Brent Brooks, Rick Crain, Leah Henderson, Jim Hogan, Vanessa Lowry, Deborah Thomas, Scott Williford, Mark Wyssbrod and I all contributed chapters. Working from the “ten commandments of improv,” each of us wove a chapter story about how the techniques of improvisation have helped each of us in our business careers, and how they can help you. The ten commandments of improv that are woven throughout the book are:

Book: Improv to Improve your Business

Book: Improv to Improve your Business

Trust.

Agree on stage.

Listen.

Don’t be funny.

Avoid questions.

Be average.

Stay in the moment.

Mistakes are good.

Make others look good.

Have fun!

It was terrific to work with such funny and talented co-authors, and I know that you will find this book as much fun to read as it was to write! Watch for Improv to Improve your Business: Using the principles of improvisation to foster communication, creativity & innovation on Amazon early in 2011. Advance media enquiries and booking speaking events on this topic can be arranged by emailing me at greatcapes@gmail.com, or following the contact tab on this page.

A mid-career doctorate… defense completed, it’s safari time!

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Earlier this month, I went into the final of 3 defenses of my doctoral research on the role of online social networks in interfirm collaborative innovation. After 3 years of hard work, it all finally came down to one presentation…

Into the pressure cooker…

After 3 years of toil, it all came down to 90 minutes. I was given 60 minutes to present a summary of my thesis paper, focussing on results, conclusions and recommendations. This presentation was to the entire faculty of the business school, as well as some other doctoral students who were due to present during this round also. The final 30 minutes was a chance for the audience to ask questions and challenge me to defend various aspects of my research and the choices I had made in terms of methodology and so forth.

Getting closer...

Bloodied but unbowed…

One of my mentors who has been through the process explained to me that the defense reviewers have to try to poke holes in your work – that’s their role. With that knowledge in mind, I went into the encounter ready for some heavy sport. I felt reasonably confident, but also nervous enough to be on my toes. After presenting for an hour, then fielding their questions for 30 minutes, all the students including me were asked to leave the room. As I gorged on cakes outside, I was sweating bullets while trying to make casual conversation. After an eternity (really about 20 minutes) we were invited back in for the verdict – I had passed, but had several suggested changes to make to my thesis before submitting it for external review.

Treehouse in Kruger Park

Still a few hurdles, but getting closer…

I will continue working on the thesis while I travel around South Africa. This is probably the most significant milestone to have passed on the way to the doctorate, and for right now, it’s Safari Time!!

A mid-career doctorate… into the defense!

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One of my favourite lines from a movie is from “The Pursuit of Happyness” when the Will Smith character asks the guy with the fancy sports car two questions:

“What do you do, and how do you do it?”

"What do you do, and how do you do it?"

"What do you do, and how do you do it?"

It’s something I say to myself all the time when I see someone who has a life I kind of envy. Interestingly, its also the most common question I get asked about my mid-career doctorate. Now that the insanity argument has worn thin, and people have seen me chug through the past 3 years, to the point where my dissertation has been drafted and I am heading into my thesis defense this month, the questions now are more along the lines of “How did you do that?” Well, wait – I’m not done yet! There will still be a lot to complete, but I am hopefully getting closer.

I encourage anyone who wants to dust their brains off and have a good cerebral workout to consider tackling a doctorate in an area they are passionate about. The later in life the better, because the more life you bring to the table, the easier and more fun it will be. Here are a few tips that can make the journey easier:

  • Support of family and friends. You will be stealing attention and vacations from these folks for several years – try to make it as painless as possible, be in the moment when you can, and make it up to them when you are able! 
  • A supportive employer. Doing your doctorate in an area that can benefit your own development, as well as that of your organization, is huge. Combining these elements with an employer that supports people development gives you a terrific advantage. 
  • A topic you are really passionate about. Trust me on this – you will be bored silly by your topic area after you have lived with it for 3+ years. If you start out being half-hearted about your topic, you probably won’t make it. Don’t adapt your interests to a mythical job market – if you are passionate about pirate ship culture and adaptability to change – then that’s what you need to research!
  • Great thesis supervisors. I have been incredibly fortunate to have very helpful, extremely responsive supervisors. You can enhance your chances of getting good supervisors by researching previous theses they have supervised, and finding supervisors with a genuine interest in in your research area.
  • A university that is built for mid-career studies. My university, the University of South Africa has been doing distance-based education since 1946, making it a real pioneer. Nelson Mandela is among its many famous graduates. The School of Business Leadership is consistently ranked among the top 3 business schools in the country, and was the first school in the world to offer the Doctor of Business Leadership degree. This kind of experience means they have learned the hard way, so you don’t have to!

Well, that’s all for now – please wish me luck on the defense!

Gathering competitive intelligence at trade shows

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 Here’s a fast, cheap & ethical competitive intelligence tip for you:
 

Trade shows are awash in valuable CI

Trade shows are awash in valuable CI

Trade show intelligence gathering

Trade shows are an excellent source of competitive intelligence (CI), both human and written. Attending a trade show with a calculated view to obtaining CI can be a very cost-effective exercise. The key to trade show intelligence is first to determine what our intelligence objectives are. Once we have decided what specific pieces of intelligence we desire, we can formulate a plan of attack, identifying likely sources of CI as well as who will be responsible for obtaining each piece of intelligence.

Much of the work of planning a trade show CI mission can now be done in advance using the Internet. Most trade shows have websites which can be mined for useful information such as who will be speaking as well as a map layout of where each competitor’s presence will be located. We can often find photographs of specific human targets we may wish to approach for human intelligence efforts.

The intelligence-gathering team

In approaching a tradeshow for intelligence-gathering purposes, team organization is very important. There are several different roles to fulfill:

  • Team leader: responsible for planning, organization, setting intelligence goals, determining specific targets, assigning specific intelligence objectives to field operatives, communicating final results
  • Field operatives: responsible for obtaining specific pieces of intelligence, through physical collection, observation and human intelligence
  • Analysts: Responsible for obtaining pre-trade show intelligence gathering, collating and analyzing intelligence gathered from field operatives

The reality for many of us is that we are a “CI department of one,” and will have to perform all of these functions alone. The alternative may be to hire students from a school that teaches market research and CI, who are often thankful for paid entrance to a useful trade show. In any event, careful consideration of each of these functions is necessary in order to carry out a successful trade show intelligence-gathering mission.

Planning the mission

The role of the team leader is first to plan the exercise, which involves determining what intelligence is desired and which trade show it makes sense to target for the intelligence. Once a trade show has been selected, online research and/or printed marketing material is helpful in terms of refining and selecting our targets for the intelligence we require. Often such specifics as lists of exhibitors, floor layouts, speaker biographies and the like are available. This is useful because it helps avoid unnecessary wandering around during the trade show itself.

The next task is to assign specific pieces of intelligence to the person responsible for gathering it. Each piece of required intelligence needs to be defined in terms of how it will be obtained. In the case of human intelligence, we need to determine who will be targeted and what approach will be used. The conversational hourglass approach to elicitation covered in the next chapter will be useful here. For other intelligence, other approaches will make sense. Perhaps we want to get a look at the features of our competitor’s soon-to-be-released product, and there may be printed material or demonstrations available.

One of the exploitable vulnerabilities companies face at trade shows is that it is usually the enthusiasts who are selected to staff the booths. These can be people who are too junior to know what should be kept secret, or sales people who are eager to promote the products to anyone who might be interested, or product development experts, who can be lured into detailed discussions of the features that they are proud of.

Executing the mission

At the trade show itself, particularly multi-day events, we should begin by doing a sweep of the facility, gathering everything that is available in terms of printed materials and giveaways, from all the relevant target companies. This “snag and bag” operation can often yield plenty of the intelligence that we wanted. Taking the gathered material away and analyzing it can help us to refine our approach and targets for the next wave of intelligence-gathering. At an out-of-town trade show, a hotel room can serve as a command post where gathered material can be sifted through, and plans can be adjusted based on what can be extracted from the material.

In general, the less face-to-face interaction we rely on to obtain our intelligence, the better. Anything we can gather by indirect means like printed material, observation or overhearing is a bonus, since it makes it far less likely that our intentions and activities will be unmasked. This multi-wave approach to gathering intelligence allows us to use the riskier tactics, like human intelligence sparingly, thus minimizing the chances of being seen to be snooping.

A three-wave approach to a trade show intelligence-gathering mission can be summarized as follows:

Wave one

  • Plan the overall mission
  • Determine the required pieces of intelligence, and the targets or sources for the intelligence
  • Make a first pass of the trade show, gathering everything that is being given away at the target booths
  • Analyze the gathered material and see if some of the required intelligence is there
  • Refine your requirements

Wave two

  • Conduct human and observational intelligence
  • Analyze this intelligence to isolate any remaining gaps

Wave three

  • Conduct final intelligence to gathering any remaining intelligence required

 

Rob Duncan's book on CI selected=

Through careful objective-setting, planning and execution, trade shows can be an extremely cost-effective way to gain strategic competitive intelligence. More on this topic is available in my book “Competitive Intelligence: Fast, Cheap & Ethical”  which can be obtained through the Media and Books tab on this page.

A mid-career doctorate… data in hand!

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Getting closer...

I recently wrote here about why I chose to start a mid-career doctorate on collaborative innovation through online social networks. Some of my motivations included: doing original research on a practical topic I was passionate about; gaining a true leading edge on some of the subject matter I work with, speak and write about; and giving my brain a great workout.

I have recently reached the stage where I have gathered all of my primary research data, and I can now report that this is definitely one of the most satisfying stages of the effort! I have now successfully done a survey with over 450 LinkedIn users, in-depth interviews with a dozen senior executives, and received qualitative input from many other online social network users.

Time to crunch some data

Though much analysis remains to be done, it is incredible to reach the stage that I call “data freedom.” With a long, multi-year project like a doctorate, the entire effort comes down to whether or not you will be able to gather the primary data you need in order to test your hypotheses and contribute new knowledge to the field. What this typically means is you invest 2 or more years of slogging through exhaustive background research, problem definition and methodology design, all the while keeping your fingers crossed that your primary data gathering approach will work.

LinkedIn, my major data source

With a fast-moving research area like online social networks, the risks increase over time. Using LinkedIn as my major data-gathering platform has always been my plan, yet I had to wonder what would happen if LI got bought out, shut down, or otherwise changed so much that it wouldn’t be a viable source for my data.

Hence the major sigh of relief! I now have all I need to finish my dissertation. I could head off to a cabin in the woods or a garret in the city (and perhaps will…) and bang out the last 2 chapters of my thesis without needing to rely on anyone or anything else externally (except for the advice from my great supervisors.) To be blunt, LinkedIn could vaporize tomorrow, and I could still finish my work (though I sure hope that doesn’t happen to my favorite site!!).

Seclusion to write...

Another exciting part of this phase is getting to see the data itself. I can already see lots of rich information and findings in what I have gathered, and this spurs me on to finish up and start getting the knowledge out there where it can help others!

As always, I am interested in your thoughts! Please feel free to weigh in here with a comment about your own journey through mid-career education, or other ideas. I can also be reached at rob@robduncan.com or via the Contact tab on this page.

A mid-career doctorate… are you crazy?

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Doctoral gown

I admit it, the cool threads are part of the appeal

I am nearing the end of my doctorate in business leadership. My research is focusing on the role that online social networks (LinkedIn, Facebook etc.) are playing in fostering collaborative innovation and problem solving across organizational boundaries.

My hypothesis is that people are increasingly forming relationships through social networking that cross the traditional boundaries of organizations. Customers are now networked directly with product designers, and R&D engineers are Facebooking with their peers in the competition. Companies are sharing problems on LinkedIn Q&A, and people outside the organization are jumping in to help and add ideas. Is all this true? Ask me again in a few months…   

In this series of blog posts, I will chronicle my journey through the process of starting, working on and (touch wood) completing this mid-career doctorate. I am hoping this series will help those who may be considering more education at a mid-point or even later in their careers.  

Throughout my progress toward this degree, others have asked me (as I have asked myself many times) “Why would you do this? Why put yourself through the torture when you don’t need to? You’re already established and doing well.” These are all valid questions. My sailboat is sulking down at the marina wondering why we never go out anymore.

As I move through the process of writing my final two dissertation chapters, I sometimes reflect back on why I chose to do this, this behemoth project that has disrupted my life for almost three years, sucking up countless vacation days and vast amounts of mental disk space. Thinking back, I know I had my reasons. Here are a few of mine and a few more general reasons:

  • Enhancing your ability to add value. This is especially true of the newer breed of executive style doctorates. These applied degrees allow you to focus on an area that is applied, practical and immediately relevant to your work situation or those of your clients. In my case, I had often wondered how silos form and persist in organizations, and what can be done to stimulate increased collaboration. Then I became engrossed in LinkedIn, and interested in ways to foster collaborative innovation and… Shazam! – I suddenly knew I had found my research topic. My research is not only something that I am passionate about, but something that is useful in my work as a manager and professional speaker. 
  • Dusting off and renewing your prior education. In mid-career, your past education can grow stale. I have a solid MBA that has opened a lot of doors for me, but let’s face it – that education, though timeless, dates from the pre-Web era. It’s time for a major new credential, not just a handful of one-off courses.
  • Giving your brain a huge mid-life workout. Brains work differently as we age. Accumulated experience and repeated sound judgements (and mistakes) all add immensely to your situational processing power, but you may not be able to flash-memorize a calculus equation the way you could in your twenties. Tackling a huge intellectual research challenge in mid-career is like deciding suddenly to do your first ever marathon out of the blue. Survive it, and you’ll learn that you still have big guns.
  • Regaining the leading edge in terms of content. You had it once, but have you found yourself struggling with multiple remote controls on the sofa, and dreading the next major advance in television technology? Do you honestly know what blu-ray is? Have you downloaded an iPhone app? A doctorate gives you the chance to focus on something that is extremely timely, to become an expert in it, and to add new knowledge to the field. How many people do you know with a doctorate in the hottest new thing? Exactly - and with a 3-6 year typical time to finish a doctorate, you can can carve out some interesting lead time over the competition.
  • Turning age perceptions on their head. To a large extent, being out of date is a lifestyle choice, and probably not a smart one. You are only as old as your thinking is, and clobbering a hiring committee or board over the heads (in a nice way of course) with a newly minted credential in a leading edge area is a great way to steer the conversation to more interesting things - like what you can do for them - rather than dwelling on the unspoken question of whether or not you can relate to, and function in, the modern era!

 

Rob on boat

Where I'll be after graduation!

As this series progresses, I will share some thoughts on areas such as choosing the right kind of program, choosing a great topic, integrating your research and your work-work, and others. In the meantime, please feel free to weigh in here with a comment about your own journey through mid-career education, or similar thoughts. I can also be reached at greatcapes@gmail.com or via the Contact tab on this page.

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