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Collisions and CollaborationThe Organization of Learning in the ATLAS Experiment at the LHC$
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Max Boisot, Markus Nordberg, Saïd Yami, and Bertrand Nicquevert

Print publication date: 2011

Print ISBN-13: 9780199567928

Published to Oxford Scholarship Online: September 2011

DOI: 10.1093/acprof:oso/9780199567928.001.0001

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Leadership in the ATLAS Collaboration

Leadership in the ATLAS Collaboration

Chapter:
(p.226) 11 Leadership in the ATLAS Collaboration
Source:
Collisions and Collaboration
Author(s):

Shantha Liyanage

Max Boisot

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199567928.003.0012

This chapter examines the ATLAS Collaboration from a leadership perspective. It first looks at how leadership in general may be conceptualized and then at how the concepts play out in the realm of science. Like other Big Science projects, the ATLAS Collaboration operates at the forefront of knowledge creation. The kind of leadership it requires is not vested in a single individual but is distributed throughout the collaboration. ATLAS's project management team has little formal control over the 3,000-plus members of the collaboration. These remain attached to national institutions and are accountable only to them. How, then, does a scientific collaboration as large as ATLAS generate and sustain creative and constructive interactions among several thousand scientists and engineers of diverse cultures, traditions, and habits? And, given the complexity of the tasks involved, how does it align such interactions with its experimental goals while keeping the project's stakeholders happy?

Keywords:   ATLAS Collaboration, leadership, Big Science, knowledge creation, project management, scientific collaboration

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