The "worked with" network in CIRAR showed steady increase in network centralization, from 0.21 at Time 1 to 0.41 at Time 2 and 0.50 at Time 3.
The organizational complexity of CIRAR increased steadily over time, from 0.05 to 0.26, a sign of a more tightly knit organization with broadening interests and goals.
The average number of cliques to which a CIRAR member belonged at Time 1 was only 3.
(Burt, 2001) On average, CIRAR's members increased the size of their personal network of connections from less than 2 at Time 1 to nearly 7 at Time 3, as displayed in Table 3.
At Time 3, CIRAR had a more balanced membership: physicians comprised 26% of the network and no longer dominated the disciplinary makeup.
Over time the density of connections within the disciplinary groups in CIRAR fluctuated.
For CIRAR the number of members is likely growing faster than the connections among members.
As an exploratory center funded by the NIH Roadmap, the ultimate goal for CIRAR is to establish an interdisciplinary research network aimed at reducing antibiotic resistance.
At the end of the first year, CIRAR team members on average were linked to three times as many people than at onset.
As the priorities of CIRAR's leadership team shifted between Time 2 and Time 3 from growth and expansion to formation of focused research teams, there were measurable changes in network dynamics.
Over time CIRAR experienced changes in disciplinary make-up and cross disciplinary interactions.