Being a good peer
A pay-it-forward blog and what that means as we each progress as peers through our individual PhD journey.
To pay-it-forward: “to do something kind or useful for someone” but more specifically prompted “because someone else has done something kind or useful for you” (Cambridge dictionary). There is much of the pay-it-forward spirit as a PhD candidate. At the Leeds Centre for Projects this is a matter of giving back to the next set of candidates as the last candidates did for you. As a cohort, we collectively meet once a month as a team. It is a useful touch-point as a group, comprised of PhD candidates, supervisors, and occasional guests. All sharing research papers, and challenging each others’ ideas. These meetings are a chance to learn by participation in how to be the good academic peer. The ongoing interaction creates habits, and promotes behaviours, that in time become engrained. The pay-it-forward idea a crucial factor of moving into the seats others vacate as all is passed along.
As I move into my final year of three, I suddenly find myself in a curious role of being one of the more senior PhD candidates amidst my cohort of peers. A curiosity that has prompted this blog. For example, I have already noted a move from only ever seeking insight into what is coming next towards instead now being the one giving the insight, partially progressed and through the gates others now approach. In the latter part of year two that became the accepted offer of supervision of MSc students undertaking their dissertation. I am noting that I am increasingly the one asked to help guide and engage my PhD colleagues, just as others did for me in my prior years. I am therefore now happy to pay-it-forward as others did for me. I think that a nice reality of what this academic journey really means. What is the “it” being passed along?
To pay-it-forward, as I experience it in these academic terms, I identify in three forms. Firstly, in the help we offer one another. That is typically a “hands-off” or the necessary “at-a-distance” helping others find their own way – e.g., offering our individual examples of the formal reporting documents we all inevitably prepare to pass through the next stage gate. This may also be sharing summary notes on how to do something, or pointing out those better resources that guided us along that same path. Secondly, the “it” paid forward is a habit or norm of active engagement with other candidates’ research when presented for critical evaluation. That may be in these monthly cohort meetings, but equally a feature of conferences, or giving written feedback as we are all asked to do. In this second form of pay-it-forward, the term often referred to in our meetings is “active listening” -i.e., the action of listening with intent to prod or probe at the identified research problem, methodology, results, or positioning within extant literature. Active reviewing would have similar meaning when engaged in others work. Thirdly, to pay-it-forward relates to soft skills of being a good peer by being both recipient and giver of encouragement, and best practical advice. This is a little like mentoring, rather than coaching or managing – but as a peer we may be mentor and/or mentee as situations arise. All are peers, and as such we are each developing skills that others may know better, or not so well.
At the Leeds Centre for Projects we are developing and refining our shared peer-to-peer expectation. For example, as I have just moved into my final year, I was asked to be the first to present to my peers in the new academic year. It was made explicit that I should expect searching questions of my research by my peers. Indeed, I gave hints as to the tougher questions I think are there to be asked of me. Questions in that context of critical enquiry which I think could and should be asked of us all. That was a really useful exercise because it both gave me reason to ask questions of myself, and required me to think about where to find the tougher questions which are soon to find me. Those types of questions are important to be asked. I made specific request for that in my annual progress report, and took more of the same in this presentation Q&A. They are questions that could be applied to most any academic setting when research is being presented in preparation for critical evaluation at a later stage.
As a project management scholar I turned to the International Journal of Project Management guide to authors, and editorials (Huemann, M. and Martinsuo, M. 2020; Huemann, M. and Pesämaa, O. 2022), to guide my questioning. Guidance I am now taking in anyway, as I am currently preparing a paper for a conferences in 2025; IJPM is my target journal thereafter. Notwithstanding that specific field focus, the following may apply to many other fields to guide the PhD level criticality asked of all. For example, “Too many promising papers are rejected at an early stage because they do not present the problem being addressed sufficiently clearly, do not define a clear relationship with the theory, and do not explain the contribution being made to the literature” (Huemann and Pesämaa, 2022, p.827). In addition, this relates to the guidance that a good start-point as being “excellent research design” and combining “rigor and relevance”. (Huemann and Martinsuo, 2020).
A more detailed summary of key areas to have in mind as a peer can be taken from the following extracts from the same (Huemann and Martinsuo, (2020) editorial guidance. Questions such as: [1] “which debate?” is this article contributing towards; [2] is it explicitly highlighted which project management aspect of the topic is being addressed; [3] is the contribution and academic engagement clear and the “practical or managerial implications”. [4] Is the researcher making plain which conceptual positions have been taken, this is because “well-known concepts of project management are highly debated in the literature”. [5] is the research precise? It is explained by these editorial scholars that brevity leads to failure by unclear positioning, opinion not analysis, or insufficient discussion with theory. Whereas too long suggests “conceptually too broad, unfocused and covering too many debates or findings”. [6] philosophical positioning made explicit and justified to the research question introduced (cf. Huemann and Martinsuo, 2020).
I am looking forward to this next year for many reasons. In this pay-it-forward context those who came before me did this very well, and I take seriously trying to do that best I can in ways they did for me. I can perhaps also seek out and invite more of this challenge by my peers. Challenging myself and the research I am now permitted to take forward into my final year. That search for challenge is really for my benefit, in others finding issues I can think upon before mounting a doctoral examination defence. However, this encourages the safe psychological place for others to find their voice and their way to be a welcome critical peer. I will hopefully find the means to aid others as they prepare their path; aiding them by being gracious in their critique of what I am doing, whilst exemplifying my best work-in-progress, and being the same in reciprocity. In other words doing the same with my “active listening” of their attempts to be doing the same. The forever retaining that ongoing preparedness to be asked, and to ask, those more searching questions of our research all over again, time and time again. So begins my third year of learning – the occasional pay-it-forward as others have gifted me – and the perpetual cycle that we each revolve about in sharing the benefits of being a community of peers.
…to be continued
References
Huemann, M. and Martinsuo, M. 2020. Is the International Journal of Project Management the right choice for publishing your excellent research? International Journal of Project Management. 38(5), pp.310–312.
Huemann, M. and Pesämaa, O. 2022. The first impression counts: The essentials of writing a convincing introduction. International Journal of Project Management. 40(7), pp.827–830.