diff --git a/lab_manual.pdf b/lab_manual.pdf index dd6f8b7..e3de09a 100644 Binary files a/lab_manual.pdf and b/lab_manual.pdf differ diff --git a/lab_manual.tex b/lab_manual.tex index bc2f2f7..29b8189 100644 --- a/lab_manual.tex +++ b/lab_manual.tex @@ -161,8 +161,7 @@ \newcommand{\director}{Jeremy} \newcommand{\coordinator}{\director} -\newcommand{\labmeetingtime}{Mondays at 1:15pm} -\newcommand{\meeting}{\href{https:context-lab.youcanbook.me}{YouCanBook.me}} +\newcommand{\meeting}{\href{https://context-lab.youcanbook.me}{YouCanBook.me}} \cleardoublepage \chapter{Introduction}\label{ch:intro} % Adding an asterisk leaves out this chapter from the table of contents @@ -212,17 +211,14 @@ \chapter{Introduction}\label{ch:intro} % Adding an asterisk leaves out this chap \href{https://www.latex-project.org/get/}{download \LaTeX} and take a look at \href{https://www.latex-tutorial.com/tutorials/quick-start/}{this - ``quick start'' tutorial}.} If you don't understand something you -read in this manual, it is important that you \textit{ask another lab + ``quick start'' tutorial}.} If you don't understand something in +this manual, \textit{ask another lab member for help}. Every member of the lab brings their own unique knowledge base, training, life experiences, and perspectives. Respecting and celebrating those differences drives the science we do. -If you're new to the lab or new to a particular technique, you might -feel like a newbie today---but chances are good that if you stick -around for a bit someone else will be seeking your expert opinion -before you know it. In addition to learning, there's another good -reason for asking for help: if you don't understand something, there's -a reasonable chance that you've discovered a mistake or a logical +If you're new to the lab or a particular technique, you might +feel like a newbie today---but chances are good that someone else will be seeking your expert opinion +before you know it. In addition to learning, there's another reason for asking for help: if you don't understand something, you may have discovered a mistake or a logical inconsistency! \marginnote{\texttt{TASK:} When you are done reading this manual and @@ -318,13 +314,13 @@ \chapter{Bill of rights and responsibilities}\label{ch:billofrights} violations to a senior staff member. \chapter{Official lab practices and policies}\label{ch:policy} -Our lab's practices and policies are intended to provide a framework -for \textit{maximizing efficiency}. Achieving our peak efficiency as -a lab means we are being as scientifically productive as possible, in -terms of knowledge discovery (learning new stuff) and dissemination +Our lab's practices and policies provide a framework +for \textit{maximizing efficiency}. Peak efficiency as +a lab means being as scientifically productive as possible +in knowledge discovery (learning new stuff) and dissemination (papers, talks, conference presentations, publicly released datasets, -software, etc.). It also means that our fellow lab members are -achieving their training and career objectives. To achieve peak +software, etc.), while helping lab members achieve +their training and career objectives. To achieve peak efficiency, we need to succeed on three fronts: \begin{itemize} \item \textbf{Communication.} We want to foster an environment where @@ -337,15 +333,15 @@ \chapter{Official lab practices and policies}\label{ch:policy} Resources, links, and discussions related to grants and other funding opportunities may be found in the \#grants Slack channel. All senior lab personnel (and any interested junior personnel) should join this channel to participate in - discussions pertaining to lab resources.} Our lab resources (e.g.\ - equipment, time, money, attention) are finite. We want to foster an - environment where lab resources are used as efficiently as possible - to achieve our collective goals. We also want to foster - sustainable use of resources by regularly pursuing research funding opportunities. + discussions about lab resources.} Our lab resources (e.g.\ + equipment, time, money, attention) are finite. We foster an + environment where lab resources are used efficiently + to achieve our collective goals, and + sustainable use of resources by regularly pursuing funding opportunities. \item \textbf{Adaptability.} The whole point of \textit{research} is that we don't already know the answers to the questions we're exploring or - how to create the tools we're working on. That means that we won't - necessarily be able to plan out everything in advance. We often need to + how to create the tools we're building. That means we can't + always plan everything in advance. We often need to be focused and efficient \textit{without knowing the end goal}! \end{itemize} Your job as a contributing lab member is to help us to achieve our @@ -366,19 +362,16 @@ \chapter{Official lab practices and policies}\label{ch:policy} product (e.g.\ a draft of a paper, a draft of a grant, a completed analysis or figure, a poster, a software tool, etc.). -This is different from traditional approaches that you may have -encountered in other labs or work environments, where a research team -might try to plan out every part of a project in advance in a series -of small steps. We still try to break projects into tiny bite-sized +This differs from traditional approaches where a research team +plans out every part of a project in advance. We still break projects into small chunks, but the key insight of the agile approach is that we only need -to know what the \textit{next} chunk is, rather than attempting to -forecast out over an extended timeline. Although it's often helpful -to have a general (if vague) sense of where things are going, we never -actually need to know where a project will ultimately end up. The -goals and process are constantly evolving. Perhaps the best +to know what the \textit{next} chunk is, rather than forecasting over an extended timeline. Although it helps +to have a general sense of where things are going, we don't +need to know where a project will ultimately end up. The +goals and process constantly evolve. Perhaps the best justification for this approach is that \textbf{the first day of a new research project is when you're the most clueless about what you'll - find}. So how could that possibly be the ideal time to plan out the + find}. So how could that be the ideal time to plan out the entire project?\marginnote{\texttt{NOTE:} Our adapted approach also draws inspiration from \href{http://technocalifornia.blogspot.com/2008/06/agile-research.html}{this @@ -736,87 +729,49 @@ \subsection{Authorship guidelines} \newthought{Meetings} -\noindent Our lab has largely been operating in a ``hybrid'' mode of -work (i.e., partially remote and partially in-person), and in recent -years our meeting schedule and requirements have reflected this -reality. Moving forward, we are now gradually starting to incorporate -more in-person interactions and meetings to facilitate more -``spontaneous'' interactions, discussions, and collaborations. - -Effective lab communication requires forums for communicating. As -described below, we use \href{http://www.slack.com}{Slack} to -facilitate non-in-person communications. We also encourage +\noindent Effective lab communication requires forums for communicating. We use \href{http://www.slack.com}{Slack} to +facilitate remote communications, and encourage in-person interactions as often as possible---ideally several times a -week for group projects. We'll have the following regularly scheduled +week for group projects. We have the following regularly scheduled meetings: +\marginnote{\texttt{NOTE:} All lab meetings are hybrid: in person in + Moore 416 or on Zoom. A Zoom link is provided in the \texttt{\#general} + Slack channel at the start of each term, to be used for all lab Zoom + meetings unless otherwise noted.} + \begin{itemize} - \item \textbf{Lab meetings.} Starting in the winter, 2024 term, we will be re-instating weekly lab -meetings, to be held on Tuesdays from 1:30 -- 2:30 PM (Hanover time) -in our main lab space (Moore Hall, Room 416). If you are an active -lab member, you are expected to attend our lab meetings unless you -let \director~know that you have a conflict (e.g., a course that meets -at the same time, another commitment that comes up, etc.). It is -important to prioritize lab meeting attendance so that we can build -and maintain a lab culture of collaboration and ongoing participation. - -You are also expected to \textbf{present} at one lab meeting per -term. Possible presentation topics include (but are not limited to): -\begin{itemize} - \item A half-baked idea you have - \item An interesting paper you read - \item An interesting tool or software package you learned about - \item A tutorial - \item A (brief) hackathon - \item Something you're confused about that you want help with from - other lab members - \item A practice presentation (poster, talk, etc.) you'd like - feedback on - \item Lead a discussion about some topic you think would be of - interest to the group -\end{itemize} -Each presenter can choose their own format (e.g., informal discussion, -slide-based presentation, whiteboard-led discussion, interpretive -song or dance, a creative artwork--- it's up to you!). We recommend -that you start off by setting the ``topic and tone'' for -that day's meeting. For example: -\begin{itemize} - \item Quickly introduce yourself (name and current role in the - lab) - \item Say a sentence about what you're going to be doing with your - time - \item Set any ``ground rules'' you'd like others to follow and - make it clear what your ``goals'' are. For - example, do you want people to jump in with questions or random - thoughts as they arise? Take notes and wait until the end to - ask more in-depth questions? What sorts of feedback would be - most helpful to you? What are you hoping people will take away? - (Not all of these will apply to every type of presentation or - discussion, and there may be other elements you'd like to - consider; just use your best judgement!) - \end{itemize} - - You can take up to an hour for your presentation or discussion, - although taking less than an hour is great too. You can also share - a meeting slot with one or more other lab members if you wish. (A - presentation with another lab member can still ``count'' as a - presentation for the given term.) \director~will send out a Google Sheets - link where you can add yourself to the meeting schedule at the start - of each term. - - - -\item \textbf{Project meetings.} Several of our collaborative - projects involve regular coordination within the lab and/or with external lab members. - These are organized on an ad-hoc basis for each project. + \item \textbf{Lab meetings.} We hold weekly lab meetings. +During the first week of each term, we schedule meeting times via a When2Meet poll +shared on Slack. Once finalized, the schedule is posted and pinned to the +\texttt{\#general} channel. If you are an active lab member, you are expected to +attend our lab meetings unless you let \director~know that you have a conflict +(e.g., a course that meets at the same time, another commitment that comes up, +etc.). Prioritizing lab meeting attendance helps build and maintain a lab culture +of collaboration and ongoing participation. + +During lab meetings we typically focus on things that project teams want input +on beyond their immediate group. We also use lab meetings to discuss logistics, +give feedback on upcoming talks or poster presentations, and/or share project +updates that might be of interest beyond one project team. Generally we spend +most of the time going around the room and having each person give a brief +informal update about something they are working on, planning to work on, or +thinking about. + + + +\item \textbf{Project meetings.} Many of our collaborative + projects involve regular coordination within the lab and/or with external collaborators. + During the first week of each term, project meetings are scheduled via a When2Meet poll shared on Slack, + with the finalized schedule posted and pinned to the \texttt{\#general} channel. Attendees: all project team members and any other interested active lab members. \item \textbf{Hackathons.} We occasionally organize hackathon - style events whereby spontaneously organized groups work towards - one or more very short term projects or goals. These are + events where spontaneously organized groups work on + short-term projects or goals. These are scheduled on an \textit{ad hoc} basis. Attendees: all interested - lab members, any interested member of the Dartmouth community, and + lab members, Dartmouth community members, and external collaborators. \marginnote{\texttt{NOTE:} Department talks and colloquia are @@ -840,17 +795,17 @@ \subsection{Authorship guidelines} \end{enumerate} Reminders to fill out your weekly snippet are automatically sent out (via -Slack) each Monday at 9 AM. Whereas weekly snippets are required for all paid -employees, they are optional for all other lab members. If you are an unpaid -employee but are likely to request a letter of recommendation, weekly snippets -are a good way for me to maintain a detailed sense of what you are working on -from week to week and how you are progressing over time. I'll also refer to -your snippets during check-in meetings (e.g., to discuss project progress and -contributions, letters of recommendation, annual reviews or other evaluations, -etc.) You should submit your snippet using the ``Fill out your snippet!'' -workflow on Slack. You can access this workflow in the \texttt{\#general} -channel through the Workflows menu (usually near the top left of the window). -(Virtual) attendees: all paid lab members and any other lab members who want to +Slack) each Monday at 9 AM. Weekly snippets are required for all paid +employees and optional for all other lab members. If you are an unpaid +employee but may request a letter of recommendation, weekly snippets +help me maintain a sense of what you are working on +and how you are progressing over time. I'll also refer to +your snippets during check-in meetings (e.g., to discuss project progress, +contributions, letters of recommendation, annual reviews, etc.). +Submit your snippet using the ``Fill out your snippet!'' +workflow on Slack, accessible via the Workflows menu in the \texttt{\#general} +channel (usually near the top left of the window). +Participants: all paid lab members and any other lab members who want to participate. \end{itemize} @@ -858,10 +813,10 @@ \subsection{Authorship guidelines} \newthought{Getting started in the lab} \noindent -The very first thing you need to do is to get set up on the following -platforms, which will enable you to interact with the rest of the lab, -download and use the lab's software packages, and accomplish various -necessary administrative tasks: \marginnote{\texttt{TASK:} Create +The first thing you need to do is get set up on the following +platforms, which enable you to interact with the lab, +download and use our software packages, and accomplish +administrative tasks: \marginnote{\texttt{TASK:} Create (free) Google and GitHub accounts. Also initiate a request to join our slack workspace via \href{https://dartmouth.enterprise.slack.com/workspace/T0W0TEQNA}{this link}.} @@ -911,14 +866,13 @@ \subsection{Authorship guidelines} \newthought{CITI training} -\noindent Our lab's work seeks to answer questions about human memory. -As such, our research frequently involves interacting with (and -analyzing data collected from) human subjects. It is essential to +\noindent Our lab studies human memory, +so our research frequently involves interacting with (and +analyzing data from) human subjects. It is essential to understand how to ethically and responsibly maintain the safety, -comfort and privacy of participants when conducting research with -human subjects. Before beginning work on any lab projects, you'll need -to complete an online tutorial through the -\href{https://about.citiprogram.org} {Collaborative Institutional +comfort, and privacy of participants. Before beginning work on any lab projects, you must +complete an online tutorial through the +\href{https://about.citiprogram.org}{Collaborative Institutional Training Initiative (CITI) Program}. \noindent All lab members are required to complete CITI's @@ -980,10 +934,9 @@ \subsection{Authorship guidelines} \newthought{Starting a new project} \noindent -Our lab uses a number of project management tools and policies to +Our lab uses project management tools and policies to promote continuity across projects and lab members. First, make sure -that your project doesn't already exist (generally this involves -asking \director). +your project doesn't already exist (check with \director). The general steps to starting a project are: @@ -1023,11 +976,11 @@ \subsection{Authorship guidelines} (except direct messages, which are useful for non-project-related private communications between one or more team members). -Note that, as a general rule, \textbf{you should focus the majority of your -efforts on one project at a time}. This doesn't mean you need to do -the same thing every day (each project has many components and, as -described above, the focus of lab projects will change over time), but -it gives some sense of how you should be allocating your work time. +As a general rule, \textbf{focus the majority of your +efforts on one project at a time}. This doesn't mean you do +the same thing every day (each project has many components, and +project focus will change over time), but +it guides how you should allocate your work time. If you are a part-time employee of the lab, prior experience has shown that you will most likely be able to make a meaningful contribution to @@ -1085,31 +1038,30 @@ \subsection{Authorship guidelines} \item \href{http://www.doodle.com}{Doodle}, \href{http://www.when2meet.com}{When2Meet}, and \meeting. We use - Doodle and When2Meet to converge on mutually good meeting times that - fit (as well as possible) with everyone's busy schedules. Doodle is - most useful for selecting a date from a large number of options, and - When2Meet is most useful for selecting a specific time on a - relatively small number of dates. \meeting~is used to sign up + Doodle and When2Meet to find meeting times that + work with everyone's schedules. Doodle is + best for selecting a date from many options, and + When2Meet is best for selecting a specific time from a + small number of dates. \meeting~is used to sign up for meeting slots with \director. You can book a meeting in a free - slot through YouCanBook.Me at any time if you would like to meet - with \director. Most meetings with \director~happen on Thursdays. + slot through YouCanBook.Me at any time. \end{itemize} \newthought{Attendance policy} - \noindent In general, we expect full time employees to be in the lab - during ``standard'' working hours---roughly between 9 AM and 5 PM. - The precise range of hours you work is less important to us than - putting in an effort to help form a cohesive lab culture where lab - members can interact in person to share ideas, leverage expertise, - solve problems, etc. Therefore, even if you end up deciding to shift - your hours, we'd like you to make a strong effort to be physically + \noindent We generally expect full-time employees to be in the lab + during ``standard'' working hours---roughly 9 AM to 5 PM. + The precise hours you work are less important than + helping form a cohesive lab culture where lab + members interact in person to share ideas, leverage expertise, + and solve problems. Even if you shift + your hours, we'd like you to be physically present in the lab between 1 and 4 PM (prior arrangements - notwithstanding; e.g. if you have a long commute and we've agreed - that you won't come in every day, or if you need to occasionally + notwithstanding; e.g., if you have a long commute and we've agreed + you won't come in every day, or if you occasionally need to schedule an appointment during the 1--4 PM window). Similarly, if - you are a part time employee, we'd like you to try to put in your - in-the-lab hours during the 1--4 PM time window as often as possible. + you are a part-time employee, try to put in your + in-lab hours during the 1--4 PM window when possible. (This is in addition to weekly lab meetings.) The lab also abides by Dartmouth's standard paid time off policies @@ -1233,31 +1185,27 @@ \subsection{Authorship guidelines} In general: we value all lab members' efforts and contributions, and you should expect to be compensated for your work. Your compensation may take the form of -course credit, wages, benefits, use of resources, mentorship, etc. By the same -token, you should be proactive about seeking out opportunities for compensation -(financial, academic, or otherwise)-- we are a small lab with limited -resources, and as a member of the team you are expected to help out by doing -your part to secure funding to cover your expenses. If you have comments, -questions, or concerns about your compensation, please discuss them with +course credit, wages, benefits, use of resources, mentorship, etc. You should also be proactive about seeking out funding opportunities---we are a small lab with limited +resources, and as a team member you are expected to help +secure funding to cover your expenses. If you have comments, +questions, or concerns about your compensation, discuss them with \director. \newthought{Interpersonal issues} \noindent If you are experiencing an interpersonal issue with another lab member -or community member and are having trouble resolving it on your own -(or feel unsafe resolving it on your own), please seek out assistance +or community member and have trouble resolving it on your own +(or feel unsafe doing so), seek assistance from \director, your Project Owner, your Project Coordinator, or one -of the Dartmouth community resources described below as early as -possible. +of the Dartmouth community resources described below. All lab members, regardless of position or status, are protected by (and must abide by) Dartmouth's human resources policies. This means -behaving professionally and respectfully towards others (including, -but not limited to, your fellow lab members). On (hopefully) rare +behaving professionally and respectfully towards others (including +your fellow lab members). On rare occasions, despite your best efforts, you may find yourself in an -interpersonal situation that you feel unable to resolve on your own. -You have many resources at your disposal to help get you back on -track. +interpersonal situation you cannot resolve on your own. +You have many resources at your disposal to help. The \href{http://www.dartmouth.edu/~hrs/}{Office of Human Resources} provides assistance and resources to all faculty, staff, retirees, and prospective @@ -1275,9 +1223,9 @@ \subsection{Authorship guidelines} \newthought{Lab resources} - \noindent As with most academic research labs, we (sadly!) must - conduct our research within a limited research budget. In practice, - the important thing is to communicate with \director~before you spend + \noindent Like most academic research labs, we must + conduct our research within a limited budget. In practice, + communicate with \director~before you spend (or commit to spending) lab funds. Generally, the lab's financial policy is the following: we will do @@ -1456,15 +1404,13 @@ \subsection{Repository of shared lab papers and books} \newthought{Who to go to with questions} -\noindent This section contains guidelines of where to direct -questions related to technical and interpersonal issues that may -arise, or any issues you encounter not already listed in the sections -below. In general, resolving \textit{technical} issues within the lab -saves time, but there will inevitably be some we cannot resolve on our -own. In general, interpersonal issues should be resolved in accordance -with your comfort, but it is important to be aware of the below -resources should you encounter a situation in which you want to use -them. +\noindent This section provides guidelines for directing +questions about technical and interpersonal issues. +Resolving \textit{technical} issues within the lab +saves time, but some require external help. +Interpersonal issues should be resolved in accordance +with your comfort, but be aware of the +resources below should you need them. \subsection{Tech issues} \begin{itemize} @@ -1623,7 +1569,7 @@ \chapter{Internal Review Board (IRB) approvals}\label{ch:irb} \item \textbf{EEG Efficient Learning (STUDY00029881).} Analog of the Efficient Learning protocol, but allows for scalp EEG data collection. This protocol is redundant with the revised - Efficiently Learning protocol, which now allows for scalp EEG data + Efficient Learning protocol, which now allows for scalp EEG data collection as well. \end{enumerate} @@ -1886,11 +1832,10 @@ \chapter{Checklist and signature page} progress and work, including weekly snippets, meetings, Slack discussions, and/or GitHub updates. \item If/when I decide to end my affiliation with the lab, I - will notify \director~and any other project members that may - be affected by my departure. I will also coordinate with + will notify \director~and any project members affected by my departure. I will also coordinate with \director~and other relevant lab members to facilitate a smooth - transfer of your project-related roles and responsibilities to - other lab members. This includes a discussion about potential + transfer of my project-related roles and responsibilities to + other lab members, including a discussion about potential authorship on future publications related to the work. \item I have read \href{https://www.sciencemag.org/careers/2018/11/what-can-we-learn-dartmouth}{Leah