Biologist Hood Uses Loose Reins To Guide 'Gang of 70'

Around the California Institute of Technology, members of Leroy Hood’s lab occasionally call themselves the “Gang of 70.” In fact, the precise number working for one of the world’s top biologists changes constantly with the natural ebb and flow of graduate students, postdoctorates, and technical staff. But the spirit of the nickname remains constant: Hood’s team is big, anywhere from eight to 10 times bigger than the typical academic lab team. However, the group manages to buck the general criticism that big groups aren’t productive. In a typical year, the team publishes 30 or more journal articles. But that, says Hood, is not the definitive measure of productivity. “I think what really counts is what you do that is new and significant and different,” Hood says. “That isn’t quantifiable by the numbers of papers. It’s quantifiable by the impact it [the teami has on the biological community.” Using Hood’s standard, one could argue that his team still measures up. Name any new development in molecular biology in the last five years and there is a good chance Hood’s team had something to do with it, either by providing some of the early basic research or developing the methods and instrumentation to make the research possible. For instance, in June, a group from Hood’s lab led by Stephen Kent, in collaboration with two other labs, reported in Science (VoL 240, June 3, 1988, pages 1335-1339) the identification of the specific site that HIV-1 binds to on a cell in order to infect it. This research is a critical step in finding how to break the virus’ destructive cycle. Since 1980, Hood’s lab has changed the nature of biology research by creating new instruments and techniques that cut from years to hours the amount of time it takes to do certain processes. For example, the lab has developed a protein sequencer— which it later used to establish the molecular structure of interferon— a DNA synthesizer, a protein synthesizer, and a DNA sequencer. The instruments have also helped keep Hood’s team on the cutting edge of molecular biology. “One of these profoundly simple insights is that if you have techniques that can do things that other labs can’t do, then your lab is going to be very productive—and that turns out to be true,” says Kent, who helps run Hood’s lab. Hood’s massive team is divided roughly into three sections. One section focuses on molecular biology, the second on microchemistry and instrumentation, and the third runs support facilities. The boundaries among the three groups are flexible: About 30 are in the molecular biology section; approximately 20 are in the microchemistry and instrumentation section; and 20 serve the support facility, which includes the DNA and protein synthesis lab, protein sequencing lab, and a transgenic animal facility. “It’s not organized as a 90- or whatever-person team. It’s organized around people’s interests,” Kent says. "There's a ceasless ebb and flow of interactions.” Hood nurtures this large, productive group with a management style that is heavy on delegation and light on whip cracking. “There’s no question that Lee [Hood is in charge of almost everything and that everyone is equal, more or less,” says Kent. But within the sections, various team members oversee subgroups. For instance, Kent—a senior research associate and chemist who is a leading expert on the hepatitis virus and one of the key developers of the lab’s instrumentation and methodology--oversees about 20 in the microchemistry section. Delegating to Kent and other veteran team members helps Hood get around one of the biggest problems he faces: dividing his time among increasing demands. Between chairing Caltech’s division of biology, sitting on various scientific panels nationally, and raising more than $2 million annually to support his lab’s work, he has limited time to spend schmoozing with his team about research. Knowing this, he tries to attract people who can work within that limitation. "We try to select people who are really independent and original and can benefit through interactions but who are going to be the driving forces for creating the knowledge themselves,” Hood says. “I can tell them what to do, but that isn’t how you train tomorrow’s scientists who are really going to make a difference. If they can’t come in and be original and think on their own and set out in new kinds of directions, then my feeling is they shouldn’t be in science, quite frankly, because it’s too hard a life for somebody who can’t create and be capable.” Hood, is notorious for his enthusiasm and energy and his view that the best science is conducted in an environment that allows people to explore unhindered. “Unhindered” often means without worrying about money. Typically, university postdocs come to their position with a fellowship. Once that runs out, they either have to raise more money or go. “In a lot of labs, when the money runs out you have to be gone, you’ve got to get a job,” says Joan Kobori, a senior research fellow who moved from Stanford University in 1982 to do her postdoctoral research with Hood. “Lee’s very generous in the sense that if your money runs out and you’re still getting work done, be will find the funds to support you.” With this attitude and the best instruments and techniques, “what Lee has done is create an ecological niche in which this sort of science can flourish,” Kent says. Kathryn Phillips is a freelancer based in Pasadena, Calif.

Biologist Hood Uses Loose Reins To Guide 'Gang of 70'

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July 1988

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