stanford remote research jobs

Research Opportunities

For Research Experience Seekers:

If you are looking for research positions in the field of psychology, then you have come to the right place! Below you will find a spreadsheet where researchers in the Department of Psychology and beyond advertise their most recent research position openings. Positions vary in their research topics, eligibility, compensation, and responsibilities. To find the perfect one for you, you can use the filter function in the spreadsheet. 

How to Use the Link: 

Click on the “Filter views” button

• “Create new filter view”
• Some popular filters include “Area”, “Compensation”, and “End Date for This Recruitment”

Position “Listing” Link

Tips for Getting Positions

• Once you have found the right position(s), you may directly contact the researcher(s) using the “Contact” information listed on the form.
• Sign up for the research position opening listserv ( psych-research-op [at] stanford.edu ( psych-research-op[at]stanford[dot]edu ) ) to receive notifications of new position openings. 
• We encourage everyone from any socio-demographic background to participate in and conduct research! For more information, please refer to the departmental Diversity Statement .
• Should I get involved in research? : A collection of interviews from current and former undergraduate/postgraduate/postdoctoral researchers, research staff, and faculty members about why early involvement in research is important.
• How to get involved in research? : A collection of tips and tricks for more successful research position applications.

For Research Position Recruiter:

If you are a researcher hoping to advertise the position openings in your group, you can fill in the forms below. Your postings will be immediately available to interested research experience seekers. While the positions do not need to be in the Department of Psychology, please note that most research experience seekers are looking for research experience related to psychology and neuroscience (broadly defined).

• You are more than welcome to make multiple postings. 
• If you made a mistake in the posting, you can edit your response in the form using the link (a red box that says “Edit response”)  in the automatically generated email.
• Postings will be removed after the indicated “End Date for This Recruitment”, but please feel free to repost, if needed.

Position “Posting” Link

Tips for Posting Opportunities

• Please keep the application process equal and inclusive. For more information, please refer to the departmental Diversity Statement .
• Prompt replies to applicants are encouraged upon receiving their application and keeping applicants informed of the interview/lab visit schedules.

Begin your journey with us – join our Early Career Talent Program! Apply today for Early Career Talent Program (Opens in new window)

Saved Jobs (0)

Search Results

Search Jobs

38 Job Results

Filtered by, assistant clinical research coordinator (hybrid opportunity), clinical research coordinator associate, assistant clinical research coordinator, sleep assistant research coordinator, clinical research assistant, pediatric surgery (hybrid opportunity), cancer clinical research coordinator associate - bmt, neuromuscular clinical research coordinator associate, filter jobs.

• Research (38)
• United States (38)
• California (38)
• Stanford (38)
• Research Finance (3)
• Hybrid Eligible (20)
• On Site (17)
• Remote Eligible (1)
• Full-time (36)
• Part-time (2)

Find your Fit

Jobs For You

• Research Life Science Research Professional 1 Stanford, California
• Administration Administrative Division Director, Hematology Stanford, California
• Research Life Science Research Professional (Hybrid) (1 Year Fixed Term) Stanford, California

No Recently Viewed Jobs.

No Jobs Saved.

Join Our Talent Community

Be the first to hear about job openings, upcoming events, and news at Stanford School of Medicine.

Country Code +1 +1242 +1246 +1264 +1268 +1284 +1340 +1441 +1473 +1649 +1664 +1670 +1671 +1684 +1758 +1767 +1784 +1849 +1868 +1869 +1876 +1939 +20 +211 +212 +213 +216 +218 +220 +221 +222 +223 +224 +225 +226 +227 +228 +229 +230 +231 +232 +233 +234 +235 +236 +237 +238 +239 +240 +241 +242 +243 +244 +245 +248 +249 +250 +251 +252 +253 +254 +255 +256 +257 +258 +261 +262 +264 +265 +266 +267 +268 +269 +27 +290 +291 +297 +298 +299 +30 +31 +32 +33 +34 +345 +350 +351 +352 +353 +354 +355 +356 +357 +358 +359 +36 +370 +371 +372 +373 +374 +375 +376 +377 +378 +379 +380 +381 +382 +385 +386 +387 +389 +39 +40 +41 +420 +421 +423 +43 +44 +45 +46 +47 +48 +49 +500 +501 +502 +503 +504 +505 +506 +507 +508 +509 +51 +52 +53 +54 +55 +56 +57 +58 +590 +591 +593 +594 +595 +596 +597 +598 +599 +60 +61 +62 +63 +64 +65 +66 +670 +672 +673 +674 +675 +676 +677 +678 +679 +680 +681 +682 +683 +685 +686 +687 +688 +689 +690 +692 +7 +77 +81 +82 +84 +850 +852 +853 +855 +856 +86 +872 +880 +886 +90 +91 +92 +93 +94 +95 +960 +961 +962 +963 +964 +965 +966 +967 +968 +970 +971 +972 +973 +974 +975 +976 +977 +98 +992 +993 +994 +995 +996 +998 Phone Number

Email Address

Upload Resume Remove

Opt-in Promotion

By signing up, I acknowledge I have read the Stanford Medicine privacy notice , and I wish to receive email communications. I understand I can opt out from receiving email communications at any time.

Confirm Email

Already signed up? Update your profile here .

SUNetID Login

Search form

Prospective postdocs.

• How To Apply

Open Postdoctoral Positions

• Finding a Faculty Mentor
• Cost of Living
• Fellowships at Stanford
• Fellowships outside Stanford

We will be upgrading site July 25 - Aug 5. During these dates you cannot add new postings. If you have an urgent question please contact Tammy Wilson.

• Postdoc Benefits
• Open Postdoc Positions
• Diversity in Postdoctoral Scholar Training
• Postdoc Emergency Resources
• Verify Appointments
• Funding Guidelines
• Budgeting for Fellowships

• Stanford Home
• Maps & Directions
• Search Stanford
• Emergency Info
• Terms of Use
• Non-Discrimination
• Accessibility

© Stanford University , Stanford , California 94305 .

Countless Opportunities. Boundless Care.

Recruitment SCAM: To safeguard against recruitment scams, we strongly advise all prospective applicants for positions at Stanford Health Care to submit their applications exclusively through our official careers website. All communication will be conducted solely through email addresses ending with stanfordhealthcare.org. Please be aware that Stanford Health Care does not conduct interviews via public email domains or platforms, and we will never request you to download an interview or phone app onto your device. Your security is our priority.

Healing Humanity Together

Careers at stanford health care, new stanford hospital, why work here.

About Stanford GSB

• The Leadership
• Dean’s Updates
• School News & History
• Commencement
• Business, Government & Society
• Centers & Institutes
• Center for Entrepreneurial Studies
• Center for Social Innovation
• Stanford Seed

About the Experience

• Learning at Stanford GSB
• Experiential Learning
• Guest Speakers
• Entrepreneurship
• Social Innovation
• Communication
• Life at Stanford GSB
• Collaborative Environment
• Activities & Organizations
• Student Services
• Housing Options
• International Students

Full-Time Degree Programs

• Why Stanford MBA
• Academic Experience
• Financial Aid
• Why Stanford MSx
• Research Fellows Program
• See All Programs

Non-Degree & Certificate Programs

• Executive Education
• Stanford Executive Program
• Programs for Organizations
• The Difference
• Online Programs
• Stanford LEAD
• Seed Transformation Program
• Aspire Program
• Seed Spark Program
• Faculty Profiles
• Academic Areas
• Awards & Honors
• Conferences

Faculty Research

• Publications
• Working Papers
• Case Studies

Research Hub

• Research Labs & Initiatives
• Business Library
• Data, Analytics & Research Computing
• Behavioral Lab

Research Labs

• Cities, Housing & Society Lab
• Golub Capital Social Impact Lab

Research Initiatives

• Corporate Governance Research Initiative
• Corporations and Society Initiative
• Policy and Innovation Initiative
• Rapid Decarbonization Initiative
• Stanford Latino Entrepreneurship Initiative
• Value Chain Innovation Initiative
• Venture Capital Initiative
• Career & Success
• Climate & Sustainability
• Corporate Governance
• Culture & Society
• Finance & Investing
• Government & Politics
• Leadership & Management
• Markets and Trade
• Operations & Logistics
• Opportunity & Access
• Technology & AI
• Opinion & Analysis
• Email Newsletter

Welcome, Alumni

• Communities
• Digital Communities & Tools
• Regional Chapters
• Women’s Programs
• Identity Chapters
• Find Your Reunion
• Career Resources
• Job Search Resources
• Career & Life Transitions
• Programs & Webinars
• Career Video Library
• Alumni Education
• Research Resources
• Volunteering
• Alumni News
• Class Notes
• Alumni Voices
• Contact Alumni Relations
• Upcoming Events

Admission Events & Information Sessions

• MBA Program
• MSx Program
• PhD Program
• Alumni Events
• All Other Events
• Operations, Information & Technology
• Organizational Behavior
• Political Economy
• Classical Liberalism
• The Eddie Lunch
• Accounting Summer Camp
• California Econometrics Conference
• California Quantitative Marketing PhD Conference
• California School Conference
• China India Insights Conference
• Homo economicus, Evolving
• Political Economics (2023–24)
• Scaling Geologic Storage of CO2 (2023–24)
• A Resilient Pacific: Building Connections, Envisioning Solutions
• Adaptation and Innovation
• Changing Climate
• Civil Society
• Climate Impact Summit
• Climate Science
• Corporate Carbon Disclosures
• Earth’s Seafloor
• Environmental Justice
• Operations and Information Technology
• Organizations
• Sustainability Reporting and Control
• Taking the Pulse of the Planet
• Urban Infrastructure
• Watershed Restoration
• Junior Faculty Workshop on Financial Regulation and Banking
• Ken Singleton Celebration
• Marketing Camp
• Quantitative Marketing PhD Alumni Conference
• Presentations
• Theory and Inference in Accounting Research
• Stanford Closer Look Series
• Quick Guides
• Core Concepts
• Journal Articles
• Glossary of Terms
• Faculty & Staff
• Researchers & Students
• Research Approach
• Charitable Giving
• Financial Health
• Government Services
• Workers & Careers
• Short Course
• Adaptive & Iterative Experimentation
• Incentive Design
• Social Sciences & Behavioral Nudges
• Bandit Experiment Application
• Conferences & Events
• Get Involved
• Reading Materials
• Teaching & Curriculum
• Energy Entrepreneurship
• Faculty & Affiliates
• SOLE Report
• Responsible Supply Chains
• Current Study Usage
• Pre-Registration Information
• Participate in a Study

Ilya A. Strebulaev

The David S. Lobel Professor of Private Equity

Additional administrative titles, research statement, research interests.

• Innovation Financing, Venture Capital, Corporate Innovation, Innovation Ecosystems, Private Equity
• Corporate Finance, Financial Decision Making

Teaching Statement

Ilya A. Strebulaev is The David S. Lobel Professor of Private Equity and Professor of Finance at Stanford Graduate School of Business, where he has been a faculty member since 2004, and a research associate at the National Bureau of Economic Research. He also is the founder and director of the Stanford GSB Venture Capital Initiative. He graduated from the London Business School with a doctorate in finance. He also holds degrees from Lomonosov Moscow State University (BSc Economics) and the New Economic School, Moscow (MA Economics). 

Professor Strebulaev is an expert in corporate finance, venture and angel capital, innovation financing, corporate innovation, private equity, and financial decision-making. His work has been widely published in leading academic journals, including   the  Journal of Finance,  the  Review of  Financial Studies,  and the  Journal of Financial Economics.  He has been awarded a number of prestigious academic awards, including the First Paper Prize of the Brattle Award for the best corporate paper published in the Journal of Finance, the Fama-DFA Prize for the best asset pricing paper published in the Journal of Financial Economics , and the Trefftzs Award by the Western Finance Association. His research has also been featured in a variety of media, including the  New York Times,  the  Wall Street Journal and Harvard Business Review .

His most recent research has examined many aspects of the venture capital industry. In the largest ever survey of VCs to date, he and his co-authors analyze all the aspects of decision-making by venture capitalists. He and his co-author developed a valuation framework of private VC-backed companies. In applying this framework to the valuation of highly valued VC-backed companies (called “unicorns”), hey found that these companies on average are overvalued by 50% and that many of the so-called unicorns lose their unicorn status once their fair value is taken into consideration. He has also recently researched the decision making and organizational structure of corporate VC units.

Professor Strebulaev teaches the MBA, MSx, PhD, and executive education programs, and has been awarded the Stanford MBA Distinguished Teaching Award, the Sloan Teaching Excellence Award, as well as the inaugural Masters in Management Best Teacher Award at the London Business School. He developed an MBA-level course on Angel and Venture Capital that he has been teaching for more than ten years. The course enables the students to study many aspects of innovation financing at various stages, including decision making, attracting venture and angel investments, negotiating contractual terms, valuing VC-backed companies, and analyzing the performance of venture capital funds. Recently, he also developed a course on the private equity industry that covers all aspects of the organization and design of PE firms and funds, as well as the relationship between general partners of these funds and their investors, limited partners.

Professor Strebulaev has also led many workshops and executive sessions on new innovation trends, venture capital, the ecosystem of Silicon Valley, corporate innovation, and strategic decision making for senior business and government leaders around the world. He also has been consulting companies and investors around the world on valuation of VC-backed companies, selection of VC investments and managers, and portfolio allocation. He also serves as an expert witness in litigation matters.

When not teaching or doing research, Ilya enjoys spending time with his family, reading, traveling, listening to classical music, and appreciating fine wine and art. 

Academic Degrees

• PhD in Finance, London Business School, 2004
• MA, New Economic School, 1999
• BSc, Lomonosov Moscow State University, 1997

Academic Appointments

• At Stanford University since 2004

Awards and Honors

• Shanahan Family Faculty Fellow for 2021–22
• Dhirubhai Ambani Faculty Fellow in Entrepreneurship for 2014-15
• Shanahan Family Faculty Scholar for 2013–14
• The Sloan Teaching Excellence Award, Stanford, 2013
• First Place, Fama-DFA Prize for Best Paper, Journal of Financial Economics, 2012
• The Masters in Management Inaugural Best Teacher Award, London Business School, 2010
• The MBA Distinguished Teacher Award, Stanford, 2009
• First Paper Prize, Brattle Award for Best Paper, Journal of Finance, 2007
• The Trefftzs Award for the Best Student Paper, WFA, 2004
• Award for Best Paper, Dimitris B. Chorafas Foundation, 2004

Academic Publications

Degree courses, executive education & other non-degree programs, stanford case studies, stanford gsb affiliations, service to the profession.

• Member, American Finance Association
• Member, American Economic Association
• Member, Western Finance Association
• Member, European Finance Association
• In the Media

Insights by Stanford Business

School news.

• Priorities for the GSB's Future
• See the Current DEI Report
• Supporting Data
• Research & Insights
• Share Your Thoughts
• Search Fund Primer
• Affiliated Faculty
• Faculty Advisors
• Louis W. Foster Resource Center
• Defining Social Innovation
• Impact Compass
• Global Health Innovation Insights
• Faculty Affiliates
• Student Awards & Certificates
• Changemakers
• Dean Jonathan Levin
• Dean Garth Saloner
• Dean Robert Joss
• Dean Michael Spence
• Dean Robert Jaedicke
• Dean Rene McPherson
• Dean Arjay Miller
• Dean Ernest Arbuckle
• Dean Jacob Hugh Jackson
• Dean Willard Hotchkiss
• Faculty in Memoriam
• Stanford GSB Firsts
• Class of 2024 Candidates
• Certificate & Award Recipients
• Dean’s Remarks
• Keynote Address
• Teaching Approach
• Analysis and Measurement of Impact
• The Corporate Entrepreneur: Startup in a Grown-Up Enterprise
• Data-Driven Impact
• Designing Experiments for Impact
• Digital Marketing
• The Founder’s Right Hand
• Marketing for Measurable Change
• Product Management
• Public Policy Lab: Financial Challenges Facing US Cities
• Public Policy Lab: Homelessness in California
• Lab Features
• Curricular Integration
• View From The Top
• Formation of New Ventures
• Managing Growing Enterprises
• Startup Garage
• Explore Beyond the Classroom
• Stanford Venture Studio
• Summer Program
• Workshops & Events
• The Five Lenses of Entrepreneurship
• Leadership Labs
• Executive Challenge
• Arbuckle Leadership Fellows Program
• Selection Process
• Training Schedule
• Time Commitment
• Learning Expectations
• Post-Training Opportunities
• Who Should Apply
• Introductory T-Groups
• Leadership for Society Program
• Certificate
• 2024 Awardees
• 2023 Awardees
• 2022 Awardees
• 2021 Awardees
• 2020 Awardees
• 2019 Awardees
• 2018 Awardees
• Social Management Immersion Fund
• Stanford Impact Founder Fellowships
• Stanford Impact Leader Prizes
• Social Entrepreneurship
• Stanford GSB Impact Fund
• Economic Development
• Energy & Environment
• Stanford GSB Residences
• Environmental Leadership
• Stanford GSB Artwork
• A Closer Look
• California & the Bay Area
• Voices of Stanford GSB
• Business & Beneficial Technology
• Business & Sustainability
• Business & Free Markets
• Business, Government, and Society Forum
• Second Year
• Global Experiences
• JD/MBA Joint Degree
• MA Education/MBA Joint Degree
• MD/MBA Dual Degree
• MPP/MBA Joint Degree
• MS Computer Science/MBA Joint Degree
• MS Electrical Engineering/MBA Joint Degree
• MS Environment and Resources (E-IPER)/MBA Joint Degree
• Academic Calendar
• Clubs & Activities
• LGBTQ+ Students
• Military Veterans
• Minorities & People of Color
• Partners & Families
• Students with Disabilities
• Student Support
• Residential Life
• Student Voices
• MBA Alumni Voices
• A Week in the Life
• Career Support
• Employment Outcomes
• Cost of Attendance
• Knight-Hennessy Scholars Program
• Yellow Ribbon Program
• BOLD Fellows Fund
• Application Process
• Loan Forgiveness
• Contact the Financial Aid Office
• Evaluation Criteria
• GMAT & GRE
• English Language Proficiency
• Personal Information, Activities & Awards
• Professional Experience
• Letters of Recommendation
• Optional Short Answer Questions
• Application Fee
• Reapplication
• Deferred Enrollment
• Joint & Dual Degrees
• Entering Class Profile
• Event Schedule
• Ambassadors
• New & Noteworthy
• Ask a Question
• See Why Stanford MSx
• Is MSx Right for You?
• MSx Stories
• Leadership Development
• How You Will Learn
• Admission Events
• Personal Information
• GMAT, GRE & EA
• English Proficiency Tests
• Career Change
• Career Advancement
• Daycare, Schools & Camps
• U.S. Citizens and Permanent Residents
• Requirements
• Requirements: Behavioral
• Requirements: Quantitative
• Requirements: Macro
• Requirements: Micro
• Annual Evaluations
• Field Examination
• Research Activities
• Research Papers
• Dissertation
• Oral Examination
• Current Students
• Education & CV
• International Applicants
• Statement of Purpose
• Reapplicants
• Application Fee Waiver
• Deadline & Decisions
• Job Market Candidates
• Academic Placements
• Stay in Touch
• Faculty Mentors
• Current Fellows
• Standard Track
• Fellowship & Benefits
• Group Enrollment
• Program Formats
• Developing a Program
• Diversity & Inclusion
• Strategic Transformation
• Program Experience
• Contact Client Services
• Campus Experience
• Live Online Experience
• Silicon Valley & Bay Area
• Digital Credentials
• Faculty Spotlights
• Participant Spotlights
• Eligibility
• International Participants
• Stanford Ignite
• Frequently Asked Questions
• Founding Donors
• Location Information
• Participant Profile
• Network Membership
• Program Impact
• Collaborators
• Entrepreneur Profiles
• Company Spotlights
• Seed Transformation Network
• Responsibilities
• Current Coaches
• How to Apply
• Meet the Consultants
• Meet the Interns
• Intern Profiles
• Collaborate
• Research Library
• News & Insights
• Program Contacts
• Databases & Datasets
• Research Guides
• Consultations
• Research Workshops
• Career Research
• Research Data Services
• Course Reserves
• Course Research Guides
• Material Loan Periods
• Fines & Other Charges
• Document Delivery
• Interlibrary Loan
• Equipment Checkout
• Print & Scan
• MBA & MSx Students
• PhD Students
• Other Stanford Students
• Faculty Assistants
• Research Assistants
• Stanford GSB Alumni
• Telling Our Story
• Staff Directory
• Site Registration
• Alumni Directory
• Alumni Email
• Privacy Settings & My Profile
• Success Stories
• The Story of Circles
• Support Women’s Circles
• Stanford Women on Boards Initiative
• Alumnae Spotlights
• Insights & Research
• Industry & Professional
• Entrepreneurial Commitment Group
• Recent Alumni
• Half-Century Club
• Fall Reunions
• Spring Reunions
• MBA 25th Reunion
• Half-Century Club Reunion
• Faculty Lectures
• Ernest C. Arbuckle Award
• Alison Elliott Exceptional Achievement Award
• ENCORE Award
• Excellence in Leadership Award
• John W. Gardner Volunteer Leadership Award
• Robert K. Jaedicke Faculty Award
• Jack McDonald Military Service Appreciation Award
• Jerry I. Porras Latino Leadership Award
• Tapestry Award
• Student & Alumni Events
• Executive Recruiters
• Interviewing
• Land the Perfect Job with LinkedIn
• Negotiating
• Elevator Pitch
• Email Best Practices
• Resumes & Cover Letters
• Self-Assessment
• Whitney Birdwell Ball
• Margaret Brooks
• Bryn Panee Burkhart
• Margaret Chan
• Ricki Frankel
• Peter Gandolfo
• Cindy W. Greig
• Natalie Guillen
• Carly Janson
• Sloan Klein
• Sherri Appel Lassila
• Stuart Meyer
• Tanisha Parrish
• Virginia Roberson
• Philippe Taieb
• Michael Takagawa
• Terra Winston
• Johanna Wise
• Debbie Wolter
• Rebecca Zucker
• Complimentary Coaching
• Changing Careers
• Work-Life Integration
• Career Breaks
• Flexible Work
• Encore Careers
• Join a Board
• D&B Hoovers
• Data Axle (ReferenceUSA)
• EBSCO Business Source
• Global Newsstream
• Market Share Reporter
• ProQuest One Business
• RKMA Market Research Handbook Series
• Student Clubs
• Entrepreneurial Students
• Stanford GSB Trust
• Alumni Community
• How to Volunteer
• Springboard Sessions
• Consulting Projects
• 2020 – 2029
• 2010 – 2019
• 2000 – 2009
• 1990 – 1999
• 1980 – 1989
• 1970 – 1979
• 1960 – 1969
• 1950 – 1959
• 1940 – 1949
• Service Areas
• ACT History
• ACT Awards Celebration
• ACT Governance Structure
• Building Leadership for ACT
• Individual Leadership Positions
• Leadership Role Overview
• Purpose of the ACT Management Board
• Contact ACT
• Business & Nonprofit Communities
• Reunion Volunteers
• Ways to Give
• Fiscal Year Report
• Business School Fund Leadership Council
• Planned Giving Options
• Planned Giving Benefits
• Planned Gifts and Reunions
• Legacy Partners
• Giving News & Stories
• Giving Deadlines
• Development Staff
• Submit Class Notes
• Class Secretaries
• Board of Directors
• Health Care
• Sustainability
• Class Takeaways
• All Else Equal: Making Better Decisions
• If/Then: Business, Leadership, Society
• Grit & Growth
• Think Fast, Talk Smart
• Spring 2022
• Spring 2021
• Autumn 2020
• Summer 2020
• Winter 2020
• For Journalists
• DCI Fellows
• Other Auditors
• Academic Calendar & Deadlines
• Course Materials
• Entrepreneurial Resources
• Campus Drive Grove
• Campus Drive Lawn
• CEMEX Auditorium
• King Community Court
• Seawell Family Boardroom
• Stanford GSB Bowl
• Stanford Investors Common
• Town Square
• Vidalakis Courtyard
• Vidalakis Dining Hall
• Catering Services
• Policies & Guidelines
• Reservations
• Contact Faculty Recruiting
• Lecturer Positions
• Postdoctoral Positions
• Accommodations
• CMC-Managed Interviews
• Recruiter-Managed Interviews
• Virtual Interviews
• Campus & Virtual
• Search for Candidates
• Think Globally
• Recruiting Calendar
• Recruiting Policies
• Full-Time Employment
• Summer Employment
• Entrepreneurial Summer Program
• Global Management Immersion Experience
• Social-Purpose Summer Internships
• Process Overview
• Project Types
• Client Eligibility Criteria
• Client Screening
• ACT Leadership
• Social Innovation & Nonprofit Management Resources
• Develop Your Organization’s Talent
• Centers & Initiatives
• Student Fellowships

Research Assistant

🔍 dean of research, stanford, california, united states, minimum requirements :.

Education & Experience:

Bachelor of Arts degree in an applicable social science related field, or combination of education and relevant experience in an applicable social science.

Knowledge, Skills and Abilities:

• Knowledge of 20th century American and world diplomatic and economic history strongly preferred.

PHYSICAL REQUIREMENTS*:

• Constantly perform desk-based computer tasks
• Frequently stand/walk, sitting, grasp light/fine manipulation
• Occasionally use a telephone
• Rarely lift/carry/push/pull objects that weigh 11-20 pounds

* - Consistent with its obligations under the law, the University will provide reasonable accommodation to any employee with a disability who requires accommodation to perform the essential functions of the job.

WORKING CONDITIONS:

• May be required to work non-standard, extended or weekend hours in support of research work.
• Some overnight travel.

WORK STANDARDS:

• Interpersonal Skills: Demonstrates the ability to work well with Stanford colleagues and clients and with external organizations.
• Promote Culture of Safety: Demonstrates commitment to personal responsibility and value for safety; communicates safety concerns; uses and promotes safe behaviors based on training and lessons learned.
• Subject to and expected to comply with all applicable University policies and procedures, including but not limited to the personnel policies and other policies found in the University’s Administrative Guide, http://adminguide.stanford.edu .

Why Stanford is for You

Imagine a world without search engines or social platforms. Consider lives saved through first-ever organ transplants and research to cure illnesses. Stanford University has revolutionized the way we live and enrich the world. Supporting this mission is our diverse and dedicated 17,000 staff. We seek talent driven to impact the future of our legacy. Our culture and unique perks empower you with:

• Freedom to grow. We offer career development programs, tuition reimbursement, or audit a course. Join a TedTalk, film screening, or listen to a renowned author or global leader speak.
• A caring culture. We provide superb retirement plans, generous time-off, and family care resources.
• A healthier you. Climb our rock wall, or choose from hundreds of health or fitness classes at our world-class exercise facilities. We also provide excellent health care benefits.
• Discovery and fun. Stroll through historic sculptures, trails, and museums.
• Enviable resources. Enjoy free commuter programs, ridesharing incentives, discounts and more!

*The job duties listed are typical examples of work performed by positions in this job classification and are not designed to contain or be interpreted as a comprehensive inventory of all duties, tasks, and responsibilities. Specific duties and responsibilities may vary depending on department or program needs without changing the general nature and scope of the job or level of responsibility. Employees may also perform other duties as assigned.

*Stanford is an equal employment opportunity and affirmative action employer. All qualified applicants will receive consideration for employment without regard to race, color, religion, sex, sexual orientation, gender identity, national origin, disability, protected veteran status, or any other characteristic protected by law.

• Schedule: Full-time
• Job Code: 4189
• Employee Status: Fixed-Term
• Requisition ID: 93027

My Submissions

Track your opportunities.

Similar Listings

 Dean of Research, Stanford, California, United States

📁 Research

Post Date: May 16, 2024

Post Date: Jun 28, 2024

Post Date: May 09, 2024

Global Impact We believe in having a global impact

Climate and sustainability.

Stanford's deep commitment to sustainability practices has earned us a Platinum rating and inspired a new school aimed at tackling climate change.

Medical Innovations

Stanford's Innovative Medicines Accelerator is currently focused entirely on helping faculty generate and test new medicines that can slow the spread of COVID-19.

From Google and PayPal to Netflix and Snapchat, Stanford has housed some of the most celebrated innovations in Silicon Valley.

Advancing Education

Through rigorous research, model training programs and partnerships with educators worldwide, Stanford is pursuing equitable, accessible and effective learning for all.

Working Here We believe you matter as much as the work

I love that Stanford is supportive of learning, and as an education institution, that pursuit of knowledge extends to staff members through professional development, wellness, financial planning and staff affinity groups.

School of Engineering

I get to apply my real-world experiences in a setting that welcomes diversity in thinking and offers support in applying new methods. In my short time at Stanford, I've been able to streamline processes that provide better and faster information to our students.

Phillip Cheng

Office of the Vice Provost for Student Affairs

Besides its contributions to science, health, and medicine, Stanford is also the home of pioneers across disciplines. Joining Stanford has been a great way to contribute to our society by supporting emerging leaders.

Denisha Clark

School of Medicine

I like working in a place where ideas matter. Working at Stanford means being part of a vibrant, international culture in addition to getting to do meaningful work.

Office of the President and Provost

Getting Started We believe that you can love your job

Join Stanford in shaping a better tomorrow for your community, humanity and the planet we call home.

• 4.2 Review Ratings
• 81% Recommend to a Friend

View All Jobs

Hallucinating Law: Legal Mistakes with Large Language Models are Pervasive

A new study finds disturbing and pervasive errors among three popular models on a wide range of legal tasks.

Pitiphothivichit/iStock

In May of last year, a Manhattan lawyer became famous for all the wrong reasons. He submitted a legal brief generated largely by ChatGPT. And the judge did not take kindly to the submission. Describing “an unprecedented circumstance,” the judge noted that the brief was littered with “bogus judicial decisions . . . bogus quotes and bogus internal citations.” The story of the “ChatGPT lawyer” went viral as a  New York Times story, sparking none other than  Chief Justice John Roberts to lament the role of “hallucinations” of large language models (LLMs) in his annual report on the federal judiciary. 

Yet how prevalent are such legal hallucinations, really? 

The Legal Transformation  

The legal industry is on the cusp of a major transformation, driven by the emergence of LLMs like ChatGPT, PaLM, Claude, and Llama. These advanced models, equipped with billions of parameters, have the ability not only to process but also to generate extensive, authoritative text on a wide range of topics. Their influence is becoming more evident across various aspects of daily life, including their growing use in legal practices. 

A dizzying number of legal technology startups and law firms are now advertising and leveraging LLM-based tools for a variety of tasks, such as sifting through discovery documents to find relevant evidence, crafting detailed legal memoranda and case briefs, and formulating complex litigation strategies. LLM developers proudly claim that their models can pass the bar exam. But a core problem remains: hallucinations, or the tendency of LLMs to produce content that deviates from actual legal facts or well-established legal principles and precedents. 

Until now, the evidence was largely anecdotal as to the extent of legal hallucinations. Yet the legal system also provides a unique window to systematically study the extent and nature of such hallucinations. 

In a  new preprint study by Stanford RegLab and Institute for Human-Centered AI researchers, we demonstrate that legal hallucinations are pervasive and disturbing: hallucination rates range from 69% to 88% in response to specific legal queries for state-of-the-art language models. Moreover, these models often lack self-awareness about their errors and tend to reinforce incorrect legal assumptions and beliefs. These findings raise significant concerns about the reliability of LLMs in legal contexts, underscoring the importance of careful, supervised integration of these AI technologies into legal practice.

The Correlates of Hallucination

Hallucination rates are alarmingly high for a wide range of verifiable legal facts. Yet the unique structure of the U.S. legal system – with its clear delineations of hierarchy and authority – allowed us to also understand how hallucination rates vary along key dimensions. We designed our study by constructing a number of different tasks, ranging from asking models simple things like the author of an opinion to more complex requests like whether two cases are in tension with one another, a key element of legal reasoning. We tested more than 200,000 queries against each of GPT 3.5, Llama 2, and PaLM 2, stratifying along key dimensions. 

First, we found that performance deteriorates when dealing with more complex tasks that require a nuanced understanding of legal issues or interpretation of legal texts. For instance, in a task measuring the precedential relationship between two different cases, most LLMs do no better than random guessing. And in answering queries about a court’s core ruling (or holding), models hallucinate at least 75% of the time. These findings suggest that LLMs are not yet able to perform the kind of legal reasoning that attorneys perform when they assess the precedential relationship between cases—a core objective of legal research.

Second, case law from lower courts, like district courts, is subject to more frequent hallucinations than case law from higher courts like the Supreme Court. This suggests that LLMs may struggle with localized legal knowledge that is often crucial in lower court cases, and calls into doubt claims that LLMs will reduce longstanding access to justice barriers in the United States. 

Third, LLMs show a tendency to perform better with more prominent cases, particularly those in the Supreme Court. Similarly, performance is best in the influential Second and Ninth Circuits, but worst in circuit courts located in the geographic center of the country. These performance differences could be due to certain cases being more frequently cited and discussed, thus being better represented in the training data of these models. 

Fourth, hallucinations are most common among the Supreme Court’s oldest and newest cases, and least common among later 20th century cases. This suggests that LLMs’ peak performance may lag several years behind current legal doctrine, and that LLMs may fail to internalize case law that is very old but still applicable and relevant law. 

Last, different models exhibit varying degrees of accuracy and biases. For example, GPT 3.5 generally outperforms others but shows certain inclinations, like favoring well-known justices or specific types of cases. When asked who authored an opinion, for instance, GPT 3.5 tends to think Justice Joseph Story wrote far more opinions than he actually did. 

Contrafactual Bias

Another critical danger that we unearth is model susceptibility to what we call “contra-factual bias,” namely the tendency to assume that a factual premise in a query is true, even if it is flatly wrong. For instance, if one queried, “Why did Justice Ruth Bader Ginsburg dissent in  Obergefell ?” (the case that affirmed a right to same-sex marriage), a model might fail to second-guess whether Justice Ginsburg in fact dissented. 

This phenomenon is particularly pronounced in language models like GPT 3.5, which often provide credible responses to queries based on false premises, likely due to its instruction-following training. This tendency escalates in complex legal scenarios or when dealing with lower court cases. Llama 2, on the other hand, frequently rejects false premises, but sometimes mistakenly denies the existence of actual cases or justices.

Relatedly, we also show that models are imperfectly calibrated for legal questions. Model calibration captures whether model confidence is correlated with the correctness of answers. We find some divergence across models: PaLM 2 and ChatGPT (GPT 3.5) show better calibration than Llama 2. Yet, a common thread across all models is a tendency towards overconfidence, irrespective of their actual accuracy. This overconfidence is particularly evident in complex tasks and those pertaining to lower courts, where models often overstate their certainty, especially in well-known or high-profile legal areas.

Implications for the Law  

The implications of these findings are serious. Today, there is much excitement that LLMs will democratize access to justice by providing an easy and low-cost way for members of the public to obtain legal advice. But our findings suggest that the current limitations of LLMs pose a risk of further  deepening existing legal inequalities, rather than alleviating them.

Ideally, LLMs would excel at providing localized legal information, effectively correct users on misguided queries, and qualify their responses with appropriate levels of confidence. However, we find that these capabilities are conspicuously lacking in current models. Thus, the risks of using LLMs for legal research are especially high for:

• Litigants in lower courts or in less prominent jurisdictions,
• Individuals seeking detailed or complex legal information,
• Users formulating questions based on incorrect premises, and 
• Those uncertain about the reliability of LLM responses.

In essence, the users who would benefit the most from legal LLM are precisely those who the LLMs are least well-equipped to serve.

There is also a looming risk of LLMs contributing to legal “ monoculture .” Because LLMs tend to limit users to a narrow judicial perspective, they potentially overlook broader nuances and diversity of legal interpretations. This is substantively alarming, but there is also a version of representational harm: LLMs may systematically erase the contributions of one member of the legal community, such as Justice Ginsburg, by misattributing them to another, such as Justice Story. 

Moving Forward with Caution

Much active technical work is ongoing to address hallucinations in LLMs. Yet addressing  legal hallucinations is not merely a technical problem. We suggest that LLMs face fundamental trade-offs in balancing fidelity to training data, accuracy in responding to user prompts, and adherence to real-world legal facts. Thus, minimizing hallucinations ultimately requires normative judgments about which type of behavior is most important, and transparency in these balancing decisions is critical.

While LLMs hold significant potential for legal practice, the limitations we document in our work warrant significant caution. Responsible integration of AI in legal practice will require more iteration, supervision, and human understanding of AI capabilities and limitations. 

In that respect, our findings underscore the centrality of human-centered AI. Responsible AI integration must augment lawyers, clients, and judges and not, as Chief Justice Roberts put it, risk “dehumanizing the law.” 

Matthew Dahl is a J.D./Ph.D. student at Yale University and graduate student affiliate of Stanford RegLab. 

Varun Magesh is a research fellow at Stanford RegLab. 

Mirac Suzgun is a J.D/Ph.D. student in computer science at Stanford University and a graduate student fellow at Stanford RegLab. 

Daniel E. Ho is the William Benjamin Scott and Luna M. Scott Professor of Law, Professor of Political Science, Professor of Computer Science (by courtesy), Senior Fellow at HAI, Senior Fellow at SIEPR, and Director of the RegLab at Stanford University. 

More News Topics

| Introduction | Small Pox | Classification and Taxonomy | Other Human Viruses and Diseases | Transmission | | Immune Response and Host Defenses | Vaccination | Eradication of Small Pox and Other Viral Diseases | Useful Web Links | References |