Ask a group of principal investigators what makes their research programs run well, and initial answers may vary. Talk long enough, though, and a different theme emerges. The groups that sustain productivity over years, that attract talented people and keep them engaged, that weather the inevitable setbacks without falling apart… those groups tend to have something else in place. They have a culture that works.

Group culture is one of those terms that gets used often without being clearly defined. But for anyone who has been in a research group where the culture is working well, the benefit is tangible. Meetings feel productive rather than pointless. People ask for help without hesitation. Feedback lands as support rather than criticism. When something goes wrong, the instinct is to solve the problem rather than assign blame.

For early-career PIs and those preparing to launch a research program, the question is not whether culture matters. It is how to build it intentionally, and what to do when it starts to drift.

What Culture Actually Is

Culture is often described as a group’s personality. This is not inaccurate, yet it perhaps conveys culture as something that emerges on its own, outside anyone’s control. A more useful way to think about it is this: culture is the set of behaviors the group rewards, tolerates, and discourages.

Every research group has a culture. The question is whether that culture is intentional or not. In some groups, the culture forms through default. If the PI tends to cancel meetings at the last minute, the group learns that scheduled time is not a priority. If group members perpetuate gossip unchecked, the PI is tacitly approving this behavior. Once harmful or unproductive habits become entrenched, its difficult—but not impossible—to shift the culture. (We hear from some PIs that they’re just “biding time” until certain personnel move on before addressing culture, but waiting is often more costly because remaining group members are already exposed to the negative experiences.) The shift from accidental to intentional culture starts with leadership: recognizing that the behaviors the PI models, rewards, and allows send consistent signals, whether are not those signals are deliberate.

The Core Elements of Intentional Culture

Across research groups that sustain healthy cultures over time, a few consistent practices show up.

Clarity on expectations. The most common source of frustration in research groups is mismatched assumptions. What does “making progress” mean week to week? How often should junior contributors expect feedback? What is the norm around evening emails or weekend work? Groups with strong cultures have made these expectations visible through group handbooks, onboarding conversations, and consistent modeling. The specific expectations will vary from group to group, what matters is that the are communicated clearly enough that people can actually work within them.

A shared understanding of how feedback works. Feedback is the engine of research training. But feedback delivered inconsistently or without context can create anxiety rather than growth. Groups with healthy cultures tend to distinguish between formative feedback (aimed at development) and evaluative feedback (aimed at assessment). They make it clear which is which. They also establish that feedback flows in multiple directions: feedback can be offered to the PI about how the group is functioning without fear of retaliation.

A mechanism for airing and resolving tension. Every group experiences friction. Personality differences, competing priorities, misunderstandings about authorship or workload are all normal features of collaborative work. The difference between groups that handle tension well and groups that spiral out is whether there are established ways to address problems before they grow. Some PIs hold regular one-on-one meetings where team members can raise concerns privately. Others use group meetings to check in on how the team is functioning. The how is important, but what matters most is that issues aren’t ignored until they become crises.

Alignment between stated values and actual behavior. A research group can claim to value work–life balance while the PI sends emails late at night, expecting quick responses. It can claim to value mentorship while treating trainees primarily as technical support. Culture is ultimately shaped by what is consistently rewarded, tolerated, and discouraged in daily practice. There is no version of “do as I say, not as I do” that a research group does not notice.

When Culture Needs Repair

Even intentionally built cultures can drift over time. A grant application deadline creates weeks of sustained pressure. A key person leaves. The PI takes on administrative responsibilities that pull attention away from the research group. Slowly, the practices that held the culture together become less routine.

While it’s not necessary to be hypervigilant, it is important pay attention to signals. Are interpersonal conflicts becoming more frequent? Has participation in group meetings changed? Are there new or more frequent signals of resentment or disengagement? Awareness is what enables action.

Some PIs do this in a group meeting, naming what they have noticed and inviting the team to help figure out how to get back on track. Others do it in individual conversations first, gathering input before making changes visible. In many cases, restoring healthy culture doesn’t require dramatic interventions. Instead, return to the practices that built the culture in the first place: restating expectations, re-establishing routines, checking in more consistently, and following through when people share what they need. It is also worth periodically re-evaluating whether the norms that worked before still fit, or need to shift to allow a new kind of thriving. These kinds of practice contribute to a more resilient working environment.

The Role of the PI in Shaping Culture

A recurring question from early-career PIs is whether culture is something they can delegate. Well, not really. By nature of leadership, the PI plays an outsized influence on the group culture (whether intentionally or not). That said, defining and nurturing the culture can absolutely be a group effort. Including the team in identifying what is and isn’t working and shaping the way forward creates a shared goal.

Practical Approaches to Group Culture

Establish a simple onboarding process. The moment a new person joins the research group is the highest-leverage opportunity to communicate expectations and values (though hopefully you’ve evaluated them for fit and given them some insight to ensure alignment before hiring). A group handbook, a welcome conversation that covers norms alongside the research practices, and/or a structured mentorship plan all signal that how the group operates matters.

Create regular, low-stakes opportunities for feedback. Some PIs use a short check-in during individual meetings to get a sense of the overall group functions. Others use anonymous pulse surveys every few months. Creating a routine around soliciting (and using) feedback helps set a standard for sharing perspectives regularly—rather than only during times of crisis—as well as creating awareness before problems spiral.

Address problems early and directly. Small tensions do not resolve on their own. When a leader notices friction between group members or a pattern that is undermining collaboration, addressing it early sends a signal that the PI is paying attention and that group functioning matters. This does not mean intervening in every minor disagreement. It does mean discouraging unhelpful patterns before they become entrenched.

Protect time for group connection. Group meetings are opportunities for alignment on both goals and culture. Regular progress updates can be complemented by a periodic group lunch, a moment at the start of each meeting to acknowledge individual and shared milestones, or an annual retreat that includes time to talk about how the group is functioning. The investment pays back in trust and communication.

Model the behavior you want to see. A PI who wants a culture where people ask for help must ask for help themselves. A PI who wants a culture where work–life balance is respected must visibly take time away. A PI who wants a culture where feedback is clear and compassionate must deliver feedback that way consistently.

Culture as Ongoing Practice

The most important thing to understand about research group culture is that it is never finished. A healthy culture is not a state a PI achieves and then maintains without effort. It is a practice—something that requires attention, adjustment, and occasional fixing. There is value in this effort because culture is not separate from productivity. A group with a healthy culture retains people longer, generates better ideas because people feel safe offering them, and weathers the inevitable setbacks of research with less disruption. Intentionally building a positive culture is an investment in long-term success.