»Questions & Answers«

»The Business of Mentoring «

1: It appears early on that Dr. Michaels may have low expectations of Susan, or that he is, for other reasons, relatively passive with regard to Susan�s progress. What is Susan�s responsibility in this situation? »Answer

2: Dr. Michaels has many responsibilities as a professor, and he is also running a business. What is his responsibility as Susan�s supervisor and mentor? »Answer

3: Susan�s work on behalf of Dr. Michaels� business is diverting her attention from meeting her own academic needs. Whose responsibility is it to insure that this does not happen? Is it ever appropriate for a graduate student to perform, on behalf of a faculty member, work that is not related to the student�s own academic work? »Answer

4: Is it appropriate for a lab director to advocate for a graduate student who is in a difficult academic situation? If so, what form should that advocacy take? »Answer

5: Whose responsibility is it to call committee meetings? What are the committee members� responsibilities in this situation? Should anyone monitor the supervisor-trainee relationship? »Answer

6: Does Dr. Chen have any responsibility after Susan comes to talk to her? »Answer

7: Should Susan take any further actions with regard to Dr. Michaels and his lab before she decides to transfer? »Answer

8: Is Dr. Michaels acting reasonably in response to Susan�s request for a letter of recommendation? What other options did Susan have in attempting to handle this situation? »Answer

9: What departmental policies might prevent, or help address, such a situation? »Answer

»Questions for Further Reflection«

1: What can be done to understand mentoring better? What quantitative and/or qualitative studies might be undertaken?

2: Mentoring is a highly useful tool. How can it be made a higher priority in your institution? What guidelines or programs are in place to promote mentoring in your lab/department/school/institution?

3: If a trainee believes that he or she has been seriously injured by something a mentor has done, how can the trainee seek redress? How should he or she proceed?

4: To what extent is empathy necessary on the part of the mentor? What about cultural or other differences when they interfere with understanding?

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