Diverse and inclusive teams aren’t merely a moral imperative but also a catalyst for scientific excellence in robotics, scientists from the Max Planck Institute for Intelligent Systems (MPI-IS) have pointed out in a new study.
The team has published an article in which they outline how a scientific community can benefit if its leadership fosters an environment of diversity and inclusion, and propose a leadership guide for roboticists to help reap these benefits.
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The field of robotics is highly interdisciplinary, encompassing disciplines such as mechanical and electrical engineering, materials science, computer science, neuroscience and biology. The robotics community in itself is a champion of academic diversity. If this academic diversity is paired with workforce diversity – incorporating members of different ethnicities, genders, socioeconomic statuses, ages, life experiences, parental statuses or disabilities – and inclusive leadership, it drives even more disruptive innovation and creativity in the sciences.
Drawing from literature, a comprehensive citation analysis, and expert interviews, the team of roboticists and behavioural scientists derived seven main benefits of workforce diversity and inclusive leadership for robotics research. They outlined these benefits and additionally serves as a leadership guide to fellow roboticists who wish to accelerate the pace of innovation within their own teams.
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‘In this article, we highlight existing scientific literature, analyse citation metrics of robotics papers over the past 25 years, reflect on our personal experiences and observations from working in a diverse and inclusive environment, and share insights from interviews with ten established research leaders in robotics,’ said Daniela Macari (pictured above, second from left), a doctoral researcher in the Robotic Materials Department at MPI-IS.
The authors identified seven main benefits of diverse and inclusive teams:
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1. Analyses of publications across various fields show that diverse teams publish a higher number of papers and have more citations per paper. The analysis of robotics papers over 25 years revealed that publications with at least 25% women authors receive significantly more citations and are more likely to rank among the most cited.
2. Diverse teams are better equipped to tackle complex and multifaceted issues from multiple angles, using a broader pool of methods and considering a wider array of potential solutions.
3. Having a diverse team composition sparks unconventional ideas, ultimately driving disruptive innovation and breakthroughs in robotics.
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4. Scientific discoveries made by diverse teams are more likely to address the needs of a wider segment of society, resulting in technologies with greater societal relevance.
5. Research teams that reflect the diversity of robotic technology users are better at identifying and mitigating biases in technology and are more likely to consider ethical implications from multiple perspectives.
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6. Promoting diversity and inclusive leadership enhances employee satisfaction and helps attract and retain talented researchers, thus keeping academic organisations at the forefront of innovation.
7. Ensuring diverse representation in robotics research not only addresses historical imbalances and systemic inequities but also promotes fairness and equal opportunity for all – regardless of their background and based on their individual potential to advance robotic technology for the benefit of humanity.
If robotics teams around the world embrace a diverse and inclusive environment and foster a sense of belonging and psychological safety, they may achieve higher levels of motivation and commitment to their work, resulting in increased productivity, more disruptive innovation and maybe even most importantly – less bias in technology.
‘Moreover, fostering such an environment, embracing diversity and inclusion within their teams, offers leaders the opportunity to grow into more effective and impactful leaders,’ said Ksenia Keplinger (pictured above, second from right), leader of the research group Organizational Leadership and Diversity at MPI-IS.
‘Leading diverse and inclusive research teams challenges us to understand different perspectives and backgrounds, to customise our mentorship style to different group members and to even adapt our research agendas to embrace new research thrusts aligned with team members’ skills and interests. While this requires constant effort and commitment, it yields long-term benefits in productivity and disruptive innovation for our teams,’ said Professor Christoph Keplinger (pictured above, at right), director of the Robotic Materials Department at MPI-IS.
The leadership guide the authors propose includes measures such as broadening recruitment pools, fostering a culture of inclusion, ensuring wide accessibility to resources, providing role models and strengthening mentorship and allyship, among others.
The research has been published in Science Robotics.