Notes from MIT-ITB sharing session April 9th 2021

MIT-ITB sharing session

This document contains notes from the webinar from MIT organized by LPPM ITB
Friday, April 9th, 7.30 AM WIB

This document is prepared by

Note-takers:
Grandprix T.M. Kadja: Fakultas Matematika dan Ilmu Pengetahuan Alam
Dasapta Erwin Irawan: Fakultas Ilmu dan Teknologi Kebumian
Anjar Dimara: Fakultas Ilmu dan Teknologi Kebumian

Transcript

1. MIT-ITB sharing session This document contains notes from the webinar from MIT organized by LPPM ITB Friday, April 9th, 7.30 AM WIB This document is prepared by Note-takers: • Grandprix T.M. Kadja: Fakultas Matematika dan Ilmu Pengetahuan Alam • Dasapta Erwin Irawan: Fakultas Ilmu dan Teknologi Kebumian • Anjar Dimara: Fakultas Ilmu dan Teknologi Kebumian
2. Michael Sipser • Hiring, promotion, mentoring ◦ Very important to shape the institution ◦ Plus factor: getting top students ◦ Faculty level hiring committee → Strong faculties means strong application → We need to develop a strong applicant pool. ◦ Advertisement is important → Reach out to under-represented group → diverse faculty → At many cases the URG don’t see them as eligible as MIT faculty ◦ Consistent evaluation process → Dean has an important role to oversight the process → External and internal letter recommendations are important ◦ Four ranks (assist prof, assoc prof with tenure, assoc prof without tenure, full prof) → Top rank scholars with various types of impact. ◦ Promotion based on research and teaching accomplishment. Require external and internal letters. ◦ Each MIT faculty hire is a large investment (>1 million USD) → hiring the best faculties then how to make sure they would succeed. Other colleagues fully support an assistant prof to get a tenure. • Incentives and review ◦ Merit salary, fair-competitive compensation, feedback. ◦ Internal awards, appreciation. ◦ Incentives + motivation = Results and productivity • Interdisciplinary research and collaboration ◦ Staffs are organized based on:
3. ▪ Departments ▪ Labs, centers, institutes ◦ Make sure they would communicate to each other. Yang Shao-Horn • Defining research problems → Scientifically challenging and societal impact. • Support for open-ended research. • Collaboration with other institutions and BMW in developing batteries. • Long term research funding to assure sustainable collaboration. • Learning and finding one’s own scientific vision by interdisciplinary research. • Involving staffs from different fields is important -> related to interdisciplinary research • Access to advanced tools (local, national, international). Resources sharing. • Nurture a good research environment. • High impact publication is just one side, more impacts on the other side are also important. • It’s important to maintain curiosity, always pose questions, develop vision and voice, test conventional wisdom/dogma, and compete against problems.
4. Munther Dahleh • Vision → incentive → administration • Vision: ◦ Sets directions of research development ◦ Support local stakeholders • Alignment with univ’s profile (strength) ◦ Balanced solving internal and external problems ◦ Educational purposes follow research • Research administration support research vision • Disciplinary vs interdisciplinary • Research mechanics: Funding structure is important, not only the sum but also the sustainability, travel, field research, reporting/publications • Communication is important • Incentives + motivation = Results and productivity
5. Link to drawing https://photos.app.goo.gl/ntZxZoGQZdag5xYt7
6. Bruce Tidor • Faculty needs are a priority • Junior faculty are the most important faculty • Research should be barrierless • Reading is more important than counting (in hiring and promotion) • We don’t use KPIs • We value basic and applied research equally I believe the role of the university is to create opportunity, pure and simple. - Charles M. Vest. MIT’s 16th President.
7. Screenshots of QnA sessions.