In August 2012, I began my first job as a data scientist. I handed my completed dissertation to my committee on a Friday and the following Monday I started work. Leaving academia (and astronomy) was not an easy decision for me. I remember starting that first day thinking: "Well... if this doesn't work out, I guess I'll reapply for post-docs again next year." It ended up working out better than I could have imagined. I wroteseveralposts about this transition during my first year working as a data scientist, but I thought I'd reflect and talk about what it has been like working as a data scientist, now that I am further along in my career.
Much of what I said in my post Astronomy vs Data Science continues to hold true today, and so below I will simply add some new perspectives now that I have a bit more experience in the field.
In my new role as Director of Citizen Science* at the Adler Planetarium, much of my time is spent in 'managing' - setting goals, determining how we'll reach those goals, pursuing grants, managing grants, mediating relationships within the group, across departments, and with external partners, etc. In seeking management advice that resonated with my personality and background, I had some difficulty until a friend recommended:
I'll admit, as with most advice books, I skimmed through the fluff and much of the anecdotes. But each chapter has worthwhile specific advice and 'tasks' to test out new ideas. I was surprised by how empowered I felt by the advice that emphasized how I could take advantage of my strengths (being a good listener, asking questions rather than immediately providing answers, being diplomatic, bridging relationships, etc.) to be the most effective in my role. Somehow seeing it in print gave me permission to be myself and play on my strengths. The book also highlights that you don't need to know everything and have all the answers. In fact, it's beneficial to relationship building and empowering for team members to know you're authentically including their voice and insight in decision making. This probably seems obvious to you, but as a relatively junior person stepping into a management role, part of me felt that to prove myself worthy, I needed to immediately have all the answers and a crystal clear vision (or at least appear to). I can imagine I'm not alone in that feeling.
In thinking about my reaction, I wonder whether management books tend to have gendered, career-stage reactions. Does the management style advice offered by this book typically resonate more with more junior women? Are there others in this genre that you'd recommend?
In his 1982 novel Life, the Universe, and Everything, Douglas Adams described the SEP. The following is a thinly veiled transmogrification of his text.
“I think,” said the First Astronomer, “that there’s an SEP at work in our field.”
He pointed. Curiously enough, the direction he pointed in was not the one in which he was looking.
“A what?” said the Second Astronomer.
“An S ...?”
“And what’s that?”
“Somebody Else’s Problem.”
“Ah, good,” said the Second and relaxed. He had no idea what all that was about, but at least it seemed to be over. It wasn’t.
The International Astronomical Union (IAU) XXIX General Assembly (GA) took place from August 3-14 in Honolulu, Hi. In addition to a high-level scientific program, the GA included 4 Women’s Lunches and several Mentoring Events organized by the IAU Women’s Working Group (through Chair Francesca Primas) and the Committee on the Status of Women in Astronomy (through me). The events were highlighted throughout the two weeks in the IAU GA newspaper. It was a busy two weeks, and this recap will include some key notes, highlights, and even a few concerning points from the IAU GA.
Preliminary results from the CSWA Survey on Workplace Climate that were recently presented at the IAU GA. Note, the total number of respondents to this survey was 426.