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Reviewing is undoubtedly a crucial part of the scientific endeavour. It plays a crucial role in increasing the confidence with which society accepts the results published in reputable journals. In addition, it (ideally) ensures that all authors publishing in peer-reviewed venues engage in the scientific discourse taking place in their discipline.  

Unfortunately, incentive structures in science have exposed the flaws in the current publishing and peer reviewing system. For example, editors are struggling to find reviewers for submitted articles, and scientists feel the pressure to submit ever more articles and present their work in the most favourable light. Besides making it almost impossible to publish negative results, and leading to overhyped presentations of results, this has led to the number of submitted articles outstripping the capacity of scientists to provide high quality reviews.  

In the context of these developments, reviews have decreased in quality and the arguments presented by reviewers have become more subjective and sometimes even include ad hominem attacks. At least, this is my own experience and that of colleagues I have discussed this topic with (which is admittedly a small sample).  

What does kindness mean in this setting? 

Kindness means that the authors are treated respectfully in a review, assuming that they have genuinely attempted to conduct their study based on sound scientific principles. This includes providing the feedback in a constructive and respectful way also when it is negative. Ad hominem attacks certainly have no place in scientific discourse, and neither do speculations regarding the ulterior motivations, moral constitution or ability of the authors.  

This does not mean that kindness in reviewing entails more lenient reviews or that there are no submissions that cross moral or legal boundaries. In fact, a quick rejection based on solid arguments that may help the authors improve their study in the future is far more kind than a lenient review that prolongs the process before an ultimate rejection. In the case of articles that are possibly crossing moral or legal boundaries, kindness means presenting the facts regarding the suspicion and informing the editor of your suspicion. The role of the reviewer, in such cases, is analogous to that of the lawyer and not the judge. 

Furthermore, kindness does not mean that you spend large amounts of time reviewing articles that clearly do not meet the threshold for publication in the journal in question. Here, kindness means succinctly stating why the article does not meet that threshold using arguments based on evidence from the submitted manuscript.  

Naturally, this does not solve the problem of the demand for reviews exceeding capacity, which is a problem unlikely to be solved with kindness alone. For this aspect of reviewing, i.e., which reviews to accept and which to reject, kindness (towards the community) means supporting journals that are driven by sound scientific principles and not profit motives or the inflation of flawed metrics. But it also means doing your part by, for example, making the number of reviews you accept proportional to the number of papers you submit per year.   

By Janusz Meylahn, Assistant Professor at University of Twente

Published in May 2025

Generosity is the (enthusiastic) willingness to give, help or support—an embodiment of kindness that can enrich both your personal life and academic community.

The benefits of generosity

Generosity can have clear benefits to your research community, and to the science community more generally. For example, perhaps not surprisingly, generous communities foster social cohesion and a stronger sense of community. This makes intuitive sense, as generosity tends to improve interpersonal relations, brightening the moods and making everyone feel more valued. Generosity also encourages sharing knowledge, a crucial aspect of academic life, by creating an environment where everybody is more open to discuss ideas freely without fear of judgment or exploitation. 

Acting generously can also lead to a more efficient and effective way to share the (collective) resources within our research communities. As an example, helping more junior colleagues with your expertise could lead to more high-quality research being done overall—as they would have more time for their research when given help in, say, structuring research proposals. Think of the benefit to your institute’s research progress if everyone provided ample support to their peers. 

Generous behavior also provides a lot of benefits for yourself. Firstly, it typically feels good to give and it is generally good for your health. It fosters a sense of confidence, which helps guard against things like impostor phenomenon. And, as if that were not already enough, it tends to increase creativity. All of these put you in a better position to do great research! 

Where to start

After reading about these benefits, the abstract act of generosity might sound nice, but how can we go about putting this into practice? Here we will focus on three very concrete suggestions: giving time, sharing resources, and providing recognition. 

You can give your time. Especially in cases where a little bit of your time takes care of something that for someone else would require a lot more, this is a great way of practicing generosity. Prime examples of this involve helping junior colleagues or students out with your expertise on papers, grant proposals, teaching, etc. 

You can share other resources that you have, such as teaching material, computer code, lab materials, etc. Again, this is particularly productive if it costs you relatively little and it is of relatively large advantage to the receiver. For example, sharing your lecture notes or slides might cost you a few clicks, whereas receiving them could save someone else a lot of time and effort. 

You can give compliments, credit and appreciation. Don't underestimate the power of acknowledgment. Very often these are (nearly) costless to give, and they can make an enormous difference. Receiving appreciation can help someone gain confidence, which could start a positive feedback loop. This can also go hand in hand with giving your time, as in the case of writing a letter of recommendation for someone. 

Pay it forward

Let us close with a potent suggestion for increasing generosity in academia, namely that of ‘paying it forward.’ What this means is the following. Instead of giving in return when you’re given something, you give (freely) to people who can use your gift or help. 

The idea of paying it forward has been popularized in a novel by Catherine Ryan Hyde (and subsequently a movie), where each receiver does a favor for three others—one that the others cannot complete by themselves—which leads to multiple chains of generosity that are of tremendous support for many people. Even though this is a work of fiction, think about what the benefit could be if you did someone else a favor that they could not do on their own. 

By Ronald de Haan, Assistant Professor at University of Amsterdam

Published in April 2025

Feedback is one of the most powerful tools we have for fostering growth and improvement. The way feedback is delivered can make the difference between inspiring someone to reach new heights or discouraging them from trying again. Kindness in giving feedback is not just about softening the blow; it’s about creating a space where constructive dialogue thrives, and real progress becomes possible.

Kindness is Not Coddling

Let’s address the common misconception: kindness in feedback doesn’t mean sugarcoating the truth or avoiding hard conversations. It means delivering the truth in a way that respects the recipient’s dignity and reinforces their ability to improve. Blunt feedback may feel efficient, but it often alienates the recipient, triggering defensiveness or self-doubt. Kindness, on the other hand, helps people stay open to critique by framing it as an opportunity rather than a judgment.

Why Kindness Matters

1. Preserving Motivation: Feedback should encourage, not deflate. When given kindly, even the most critical feedback feels like a helping hand rather than a blow. This can preserve motivation and help the recipient see the critique as a step toward progress.

2. Building Trust: Kind feedback fosters trust between the giver and receiver. When people trust that feedback comes from a place of care and respect, they’re more likely to accept it and act on it.

3. Creating Psychological Safety: In professional or educational settings, kindness cultivates an environment where people feel safe to take risks and make mistakes, knowing they won’t be ridiculed or demeaned for their efforts.

Practical Tips for Kind Feedback

1. Start with the Positive: Begin by highlighting what the person did well. This sets a collaborative tone and shows that you recognize their efforts.

2. Be Specific and Actionable: Vague criticism (“This isn’t good enough”) frustrates more than it helps. Kindness means offering clear, specific, and actionable suggestions for improvement.

3. Focus on the Work, Not the Person: Critiquing someone’s work is constructive; criticizing their character is destructive. Separate the task from the individual to keep the feedback professional and helpful.

4. Offer Support: Pair critique with an offer of help or guidance. This could mean suggesting resources, sharing insights, or simply expressing your willingness to discuss the issue further.

5. End with Encouragement: Conclude on an optimistic note, reaffirming your belief in the person’s ability to improve and succeed.

The Ripple Effect of Kind Feedback

When kindness becomes the norm in giving feedback, its effects extend beyond individual interactions. Teams become more cohesive, learning environments become more effective, and personal relationships grow stronger. Moreover, it models a form of communication that recipients are likely to adopt themselves, spreading kindness further.

Conclusion

Kindness in feedback is not just a courtesy—it’s a catalyst for transformation. By choosing our words thoughtfully and delivering critique with care, we empower others to embrace challenges, learn from mistakes, and strive for better outcomes. In a world that often prizes efficiency over empathy, choosing kindness is a powerful way to foster not only individual growth but also a culture of respect and collaboration. Feedback, when given kindly, doesn’t just critique—it inspires.

By Annika Betken, Assistant Professor at University of Twente

Published in March 2025