It's about the process.
For many principal investigators, their education, i.e., undergrad, grad school, doctoral programs, and then post-doctoral studies in someone else’s lab, rarely contains management training. Yet as professors in academia or lead scientists in corporate labs, they are charged with producing excellent science as well as managing their groups. How well equipped are they for the task, if they “never experience a single hour of training to help them manage themselves or others?” That rough truth, stated in Lab Dynamics: Management Skills for Scientists, by Suzanne L. and Carl M. Cohen, sets the stage for looking at what scientists bring to the table as managers.