< PreviousLESSONS LEARNEDAs we’ve introduced our mission to more and more newaudiences, we’ve determined the three critical levers forour work: credibility, awareness, and resources. As astart-up working to build interest and communityaround an emerging field, our messengers and partnerslend critical credibility. Moreover, tapping into the rightcommunications platforms to reach our targetaudiences is essential to raise awareness about thepotential of neuroaesthetics to solve intractableproblems. Finally, we must focus on building support for IAM Labto meet the demand generated in the field and thedemand that exists because of the broad applications ofthe arts and brain science. Even beginning to capitalizeon the widespread interest in Impact Thinking and aneuroaesthetics community will require the IAM Lab toinvest in human capital and raise funds to seed andstimulate collaboration and translation. We areprepared to meet this challenge in 2018 and beyond. 19SHAPING OUR FUTUREDr. Marilyn AlbertProfessor of Neurology at Johns Hopkins UniversityDr. Gary GoldsteinPresident and Chief Executive Officer of Kennedy Krieger InstituteCAPT. Moira McGuireAssistant Chief, General Internal Medicineand Chief of Integrative Health and Wellness at Walter Reed National Military Medical CenterDr. Laura GitlinDean of the College of Nursing and HealthProfessions at Drexel UniversityReviewers examined the IAM Lab strategic plan, progress report, andprogrammatic work of the organization over the past three years prior tomeeting in person for the review. During the review session, reviewersidentified several key strengths and challenges of the IAM Lab.The IAM Lab held an organizational review in early 2018 to informstrategic priorities for 2018 and beyond. The review team included:21First, reviewers agreed that IAM Lab’s base at theJohns Hopkins University School of Medicineallows for rich collaboration across disciplines anddepartments. The university offers many talentedresearchers with related interests, and the IAMLab’s university-wide network model allows forleadership on policy, practice, and research.Reviewers also found evidence of a strong andgrowing interest in identifying neuroaestheticssolutions to intractable health and social issuesnationally and globally. There are many potentialapplications of the work across sectors andindustries. For this reason, IAM Lab’s work istimely. There is an increasing focus on integrativemedicine and wellness by researchers,practitioners, and the general public. Broadstakeholder groups, including teachers andcaregivers, are eager to learn evidence-basedpractices to use in their work to improve health,wellbeing, and learning outcomes. Finally,reviewers noted IAM Lab’s seed funding from acommitted donor as a strong base from which togrow. This funding enables the program to growand build capacity while conducting proof-of-concept research that establishes an evidencebase. Building on these strengths, the review teamrecommended that IAM Lab grow and deepen itsimpact in key areas. At the core of its work, IAMLab should make a case for the role of the arts(including music and architecture) in health,wellbeing, and learning and build capacity tochange practice broadly. Neuroaesthetics istypically understood to be connected to the studyof beauty. IAM Lab must redefine it relative toImpact Thinking and applied neuroaesthetics. Second, reviewers agreed that IAM Lab ispositioned to be the field’s champion andprofessional home of the field. Theyrecommended that IAM Lab continue to build aneuroaesthetics community and developeducational and outreach initiatives to promotecollaboration and inclusion.To build a research program, reviewersrecommended that the IAM Lab hire a ResearchDirector as well as supporting research assistants,coordinators, and fellows. Reviewers suggestedthat IAM Lab look for an established clinicalinvestigator, likely with a medical background,who has demonstrated expertise in cross-disciplinary research and is in a position to buildthe field of neuroaesthetics. In support of aresearch program, the IAM Lab will develop afinancial model and business plan. Reviewersnoted that dedicated public funding forneuroaesthetics is a challenge, but withapplications across complementary andintegrative medicine, imaging, Alzheimer’sdisease, aging, addiction, Parkinson’s disease,PTSD, and autism, there are channels to pursue.Reviewer Feedback andRecommendations In summary, all great work is the fruit ofpatience and perseverance, combinedwith tenacious concentration on asubject over a period of months or years. Santiago Ramon y Cajal“23STRATEGIC PRIORITIESProgrammatic WorkIAM Lab has taken the recommendations from its formal reviewand incorporated them into a new set of strategic priorities for2018 and beyond. Our priorities include the following:1.Strengthen and standardize neuroaesthetics research2.Build a neuroaesthetics community3.Build capacity for evidence-based arts + mind approaches4.Generate support for IAM Lab25Strengthen & StandardizeNeuroaesthetics ResearchAudacious Vision:Impact Thinking is the go-to framework for neuroaesthetics research focused on impact. People use it allover the world, drawing from and contributing to shared data sets, experts, and literature. Build A NeuroaestheticsCommunityAudacious Vision:IAM Lab is recognized as the home for the neuroaesthetics profession. Our interdisciplinary hub is the go-toplace for neuroaesthetics research, compelling content/stories, best practices andnetworking/collaboration. IAM Lab is the field’s voice for policy advocacy and agenda setting.PrioritiesIAM Lab will lead a comprehensive mapping ofthe neuroaesthetics community acrossdisciplines, sectors, and continents. By namingand identifying key stakeholders, IAM Lab willaccelerate growth of a connected communityof researchers and practitioners and developdomestic and international thought leadership.We will work to create an online hub for ourcommunity to access compelling content,review research, and share ideas. We’ll do soby formalizing a corps of contributors andbuilding our internal capacity forcommunications outreach. We will continue togrow our strategic partnerships and willconvene sessions with critical stakeholders,including the Academy of Neuroscience forArchitecture and the Society for Neuroscience. Additional Goals•Convene a signature arts + mind conferencethat draws the best thinkers and serves as asource of revenue for the organization.•Define academic courses of study andcareer ladder for neuroaestheticsprofession. Survey the landscape todocument available coursework andtraining in neuroaesthetics across keydisciplines. Publish field-buildingpublication with results andrecommendations for furthering trainingand career progression. PrioritiesIAM Lab will focus on completing its ImpactThinking pilot projects, disseminating theresults, and documenting the implementationof the Impact Thinking process for publicationand sharing in the field. We will also tap intoour pipeline of Impact Thinking concepts tobegin the next phase of projects. By gatheringmore use cases of Impact Thinking, we will beable to formalize protocols, competencies, andresources required for implementation in avariety of contexts. Finally, we will focus oncreating a business model and scaling plan forImpact Thinking, answering key questionsaround who facilitates the model, what it costs,and how it is spread. Additional Goals•Build Impact Thinking database of relevantstudies, experts, organizations, andassessments/measures for use acrossprojects. •Invest in research to map theneuropathways of various arts modalities. •Build venue/workspace for interdisciplinarycollaboration at Johns Hopkins. Applyneuroaesthetics principles to create aninspiring and functional space for ImpactThinking to grow. •Develop/validate mechanisms, assessmentsin a few key content areas. 27Build Capacity for Evidence-BasedArts + Mind ApproachesOrganizational DevelopmentAudacious Vision:Neuroaesthetics and Impact Thinking are common courses of study for certain disciplines.Audacious Vision:IAM Lab is a premier translational research hub with diverse and stable human and financial resources.PrioritiesCreate a digital neuroaesthetics course tobegin to disseminate the potential of this areato key audiences in related fields anddisciplines. Using Impact Thinking case studiesand tapping into the rich interdisciplinaryecosystem at Johns Hopkins, developcurriculum and tools for students, teachers,caregivers, musicians, and architects interestedin using the arts to improve health, wellbeing,and learning. Initial tasks include identifyingthe format, platform, facilitator(s), andassessments for the course.Additional Goals•Develop best practices of Impact Thinking’sinterdisciplinary approach to research andcreate related training programs. •Create technology, tools, and mediapartnerships that popularize and spreadneuroaesthetics knowledge to the generalpublic. •Develop fellows program and visiting artistopportunities.Generate Financial SupportWe will also expand our fundraising efforts basedon the success of Impact Thinking pilot projects,including pursuing private and public grants andcultivating interest through Salons and otherevents.Build Collaborative Physical SpaceTo advance our programmatic work and visibilityin the university and community, IAM Lab mustsecure physical space for its staff andcollaborators. We will work to identify and createspace for offices, meetings, demonstrations,workshops and social science experiences andresearch. Build Our TeamWe will focus on hiring an IAM Lab ResearchDirector. We will look within Hopkins for asenior researcher who can dedicate part of hisor her time to this effort. Ideally, the candidatewill be someone with name recognition andrelated research interests that can build aninterprofessional network across theuniversity and beyond. We will also focus onhiring an IAM Lab program coordinator,research assistant, and communications leadto coordinate community building, education,and outreach. Finally, we’ll expand ouradvisory board and collaborative luminaryscholars to advise on linkages acrossinstitutions, sectors, and disciplines. Priorities29IAM LAB TeamSusan MagsamenExecutive DirectorRichard Huganir, Ph.D.Director, Solomon H. SnyderDepartment of Neuroscience, Johns Hopkins School of MedicineJeffrey D. Rothstein, M.D., Ph.D.Director of the Brain Science Institute, Johns Hopkins School of MedicineSarah PitcockStrategic Initiatives Manager Patricia IzbickiResearch AssistantLuminary ScholarsGuy McKhann, M.D.Professor of Neurology andNeuroscience, Johns Hopkins School of MedicineLama Surya Das Western Buddhist Meditation Teacher and ScholarAndy CunninghamFounder and President, Cunningham Collective Ivy RossVice President of Design for Hardware Products, GoogleHelene Ellison Global Chair of Healthcare Practice,Burson-Marsteller, LLCKathy Hirsh Pasek, Ph.D.Director, Infant Language Laboratory;Stanley and Debra Lefkowitz FacultyFellow, Department of Psychology,Temple UniversityInternational Arts & Mind Lab CommunityJanice Clements, Ph.D.Professor of Molecular and ComparativePathobiology, Mary Wallace StantonProfessor for Faculty Affairs, JohnsHopkins School of Medicine 31Barbara SmithAdministrative ManagerLavinia RizviResearch Program Coordinator Rudy Tanzi, Ph.D.Vice-Chair of Neurology, Director of the Geneticsand Aging Research Unit, Massachusetts GeneralHospital; Joseph P. and Rose F. Kennedy Professorof Neurology, Harvard Medical SchoolMarilyn Albert, Ph.D.Professor of Neurology, Director of theDivision of Cognitive Neuroscience,Johns Hopkins School of Medicine Executive Advisory BoardExecutive Advisory BoardMarilyn PedersenFounder, Brain Science Institute, Johns Hopkins School of MedicineMaggie PedersenBusiness ConsultantJenny P. WarrenInterior Design ConsultantGary Vikan, Ph.D.Author; Benedict Distinguished Visiting Professor, Carleton CollegeAmy J. BastianProfessor of Neuroscience, Johns Hopkins University School of Medicine; Chief Science Officer,Kennedy Krieger InstituteJulio Bermudez, Ph.D.Director, Sacred Space and CulturalStudies Graduate Program, CatholicUniversity of America School ofArchitecture and PlanningAnjan Chatterjee, M.D., FAANFrank A. and Gwladys H. ElliottProfessor, Chair of Neurology,Pennsylvania HospitalEd Connor, Ph.D.Professor of Neuroscience, Directorof the Zanvyl Krieger Mind/BrainInstitute, Johns Hopkins School of Medicine International Arts & Mind Lab CommunityJohn Paul Eberhard, FAIAArchitect; Founding Member, ANFAJames C. Harris, M.D.Professor, Division of Child andAdolescent Psychiatry, Johns Hopkins School of MedicineSarah HooverCo-Director, Center for Music andMedicine, Johns Hopkins PeabodyInstituteNatasha Hussain, Ph.D.Scientific Director, Kavli NeuroscienceDiscovery Institute, Johns HopkinsUniversityRong Li, Ph.D. Bloomberg Distinguished Professor of CellBiology and Chemical and BiomolecularEngineering, Johns Hopkins School ofMedicine and Whiting School of Engineering Barbara Landau, Ph.D.Director, Science of Learning Institute,Johns Hopkins University; Dick and LydiaTodd Professor of Cognitive Science,Johns Hopkins School of MedicineJohn W. Krakauer, M.D.John C. Malone Professor of Neurology,Neuroscience, and Physical Medicineand Rehabilitation; Director, Brain,Learning, Animation and Movement Lab,Johns Hopkins School of MedicineJustin C. McArthur, MBBS, MPHDirector, Department of Neurology; Johns Hopkins School of Medicine 33International Arts & Mind Lab CommunityStephen J. Campbell, Ph.D.Henry and Elizabeth WiesenfeldProfessor, Department of the History ofArt, Johns Hopkins UniversityGül Dölen, M.D., Ph.D. Assistant Professor of Neuroscience; Affiliated with the Wendy Klag Center for Autismand Developmental Disabilities and the KavliNeuroscience Discovery Institute, Johns Hopkins School of MedicineExecutive Advisory BoardSteven Holochwost, Ph.D.Research Scientist, Science of Learning Institute,Johns Hopkins UniversityAlexander Pantelyat, M.D.Co-Director, Center for Music andMedicine; Director, AtypicalParkinsonism Center; AssistantProfessor of Neurology, JohnsHopkins School of MedicineFred Marks, AIAArchitect; Visiting Scholar,Salk Institute; President-Elect, ANFAAmy L. Shelton, Ph.D.Professor and Associate Deanfor Research, Johns HopkinsUniversity School of EducationMarshall G. HussainShuler, Ph.D.Assistant Professor ofNeuroscience, Johns HopkinsSchool of MedicineMary Ann MearsSculptor and Arts AdvocateDavid LindenProfessor of Neuroscience,Johns Hopkins School ofMedicine Ralph TerkowitzGeneral Partner, ABS Capital PartnersSusan Forscher Weiss, Ph.D.Professor of Musicology, JohnsHopkins Peabody Institute Michael Miller, Ph.D.Director, Department ofBiomedical Engineering; Director, Center for ImagingScience; Co-Director, KavliNeuroscience Discovery Institute,Johns Hopkins UniversityThe IAM Lab’s strategic priorities provide both a vision and tactical approach to achieving ourintended impact. If we are successful, we will see more resources, greater credibility, andincreased awareness for neuroaesthetics. But most importantly, we’ll see improvement in thehealth, wellbeing, and learning outcomes for many people. Based on the success of our first strategic plan, we are confident that we are positioned tobridge gaps, expand collaborations and create impact. Together with our tremendous (andgrowing) team of advisors and partners, we will create standards for a growing field, buildcapacity and expertise in evidence-based practices, and disseminate our lessons learnedbroadly to expand understanding of the power of the arts. It is important to realize that ifcertain areas of science appear tobe quite mature, others are in theprocess of development, and yetothers remain to be born.Santiago Ramón y CajalAdvice for a Young Investigator“Conclusion35Elizabeth Tolbert, Ph.D.Faculty, MusicologyDepartment, Johns HopkinsPeabody InstituteXiaoqin Wang, Ph.D.Director, Laboratory of AuditoryNeurophysiology, JohnsHopkins School of MedicineInternational Arts & Mind Lab Communityartsandmindlab.orglike usfollow ussmagsamen1@jhu.eduNext >