Daniel Rizzuto and his postdoctoral adviser study motor control in patients who have electrodes implanted in their brains. As neither is medically qualified, they have to collaborate with neurosurgeons and neurologists. Crossing the academic-clinical divide, the project hit a major roadblock when ethical considerations ruled out one type of surgery as too risky. Luckily, Rizzuto's partnership at the California Institute of Technology in Pasadena, held two key ingredients to overcome obstacles — good chemistry between the collaborators and open lines of communication. The team eventually settled on a project that met patient guidelines and research goals. "It took a different turn from what we had anticipated, but it's been very fruitful," says Rizzuto. An unexpected twist is just one of the advantages of collaborating. It can also open up funding opportunities, raise a researchers visibility and reveal fresh ways to tackle problems. Collaborations come in all varieties — small or multi-group, on campus or between campuses, with big names or with junior peers. New investigators must weigh the benefits of collaboration against their institution's expectations for tenure and the time and resources it may take from core independent research. If lab heads decide to collaborate, they should learn from past efforts the keys to smooth operations — and how to bail out gracefully when collaborations turn sour.
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