Competing interests: The need to control conflict of interests in biomedical research

Individual and institutional conflict of interests in biomedical research have becomes matters of increasing concern in recent years. In the United States, the growth in relationships — sponsored research agreements, consultancies, memberships on boards, licensing agreements, and equity ownership — between for-profit corporations and research universities and their scientists has made the problem of conflicts, particularly financial conflicts, more acute. Conflicts can interfere with or compromise important principles and obligations of researchers and their institutions, e.g., adherence to accepted research norms, duty of care to patients, and open exchange of information. Disclosure is a key component of a successful conflict policy. Commitments which conflict with a faculty member's primary obligations to teaching, research, administrative responsibilities, or patient care also need attention. Institutional conflict of interests present different problems, some of which are discussed in an analysis of an actual problem posed by two proposed clinical trials. This paper is adapted from a lecture presented to a Symposium on Scientific Integrity, Warsaw, Poland, 23 November 1995. Daniel Steiner was Vice-President and General Counsel of Harvard University (1972–92) and in that capacity became familiar with conflict of interest issues. He is currently Counsel to the Boston law firm. Ropes and Gray, and is Adjunct Lecturer in Public Policy at the John F. Kennedy School of Government. Harvard University.     

The “good manager”: Sex-typed,androgynous, or likable?

Recent studies have indicated that people describe a “good manager” in masculine terms. It was hypothesized that this could simply reflect cultural stereotypes, rather than people's perceptions of what combination of traits is desirable in a leader. In Experiments 1 and 2, subjects were presented managerial profiles ascribing all masculine, all feminine, or a combination of masculine and feminine traits (i.e., “androgynous” profiles) to hypothetical managers. Feminine-trait combinations were rated as significantly less desirable than either masculine or androgynous combinations, which were rated as equally desirable. Thus, while femininity per se was not seen as desirable in a leader, it was not viewed as a liability when combined with masculinity, a corroboration of much behavioral research on androgyny. Experiment 3 varied trait likableness and sex-role orientation. Experiments 1 and 2 were replicated for unlikable traits. Surprisingly, the opposite pattern was obtained for likable traits: the feminine combinations were rated as the most desirable, and the masculine combinations were rated as the least desirable. The results are discussed in the context of early research on impression formation and recent work on social cognition.     

Who we are: The political origins of the medical humanities

The medical humanities were organized, beginning in the late 1960s, by a small group of people who shared a critique of medical education and a commitment to vigorous action to change it. They proposed to create several demonstration programs in humanities education at American schools. Although the group began with a religious orientation, it soon acquired a broader, more secular mission. As a result of shrewd political organizing, the group attracted members from within medicine, and was awarded a grant to promote the medical humanities. This paper describes these events and sets them in the context of the social and medical history of the 1960s and early 1970s.     

Career change and congruence of personality type: An examination of DOT-derived work environment designations

Holland's theory of congruence of work environments was examined by analyzing the career redirection of 62 men of managerial and professional level who changed occupations between the ages of 33 and 54. Three-letter personality codes for each subject were obtained by administering the Strong-Campbell Interest Inventory. Dictionary of Occupational Titles codes for first and second occupation were obtained and then translated into Holland codes. These were compared to the personality code for each man to determine whether the first or second job was more congruent. It was found that 26 men changed to careers more congruent with their personality, 25 to careers less congruent, and 11 made no change. The results of the study do not lend support to Holland's theory, probably because of the imprecision of DOT categories for research purposes. The need for a more reliable means for coding work environments is discussed.     

Interviewer evaluations of interviewee nonverbal behavior

Personnel representatives (N = 52) were shown one of four videotaped job interviews in which the verbal content of the 16-min interview was identical, but the interviewee's nonverbal behavior was manipulated. A “low nonverbal” interviewee was defined by minimal eye contact, low energy level, lack of affect and voice modulation, and a lack of speech fluency. The “high nonverbal” interviewee demonstrated the opposite behavior on each of these components. The subjects were asked to rate the videotaped candidates on dimensions previously identified as critical in influencing a job interviewer's decisions. Nonverbal behavior was found to have a significant effect on almost every rating made by subjects in this study. After reviewing the entire 16-min interview, 23 of the 26 subjects who saw the “high nonverbal” candidate would have invited him/her for a second interview. All 26 of the subjects who saw the “low nonverbal” candidate would not have recommended a second interview.     

Relationships between perceptions of organizational size and the organizational choice process

Expectancy theory concepts were used to predict (a) the attractiveness of, (b) the amount of effort directed toward entering, and (c) the eventual choice of a job in relatively big and small work organizations. It was found, among a group of graduating seniors from a technical college, that antecedent perceptions regarding organizational size (expectancy, valence, instrumentality) were significantly related to the relative attractiveness of different-sized organizations and the number of job interviews taken with relatively big and small companies. In addition, economically tied extrinsic outcomes were seen as more readily attainable in big organizations, whereas certain intrinsic outcomes were perceived to be more easily obtained in small organizations.     

Depth of processing: When the principle of congruity fails

Two factors, level of processing (Craik & Lockhart, 1972) and congruity (Schulman, 1974), known to have large effects on the recall of experimenter-provided responses to questions, were examined in a series of five incidental learning experiments using subject-generated responses. The data show that manipulation of level of processing has the same effect on recall of subjectgenerated responses as it does on experimenter-provided responses. However, the effect of congruity is reversed for subject-generated responses. The data suggest that the difficulty of generating unrelated responses (“incongruous“ items) may account, at least in part, for the failure of the “principle of congruity“ with subject-generated responses.     

Environmental structure and the perceived similarity-satisfaction relationship: Traditional and alternative schools1

The relationship between perceived self-environment similarity and satisfaction with the environment was tested in two differing kinds of organizational structures. It was hypothesized that the perceived similarity-satisfaction relationship was mediated by the salience or importance of the particular reference group involved. Two kinds of public high schools—traditional and alternative—were selected as examples of organizations where the same reference groups (e.g., teachers and students) play differentially salient organizational roles. Using a semantic differential technique, 46 traditional school students and 40 alternative school students rated various reference groups and school satisfactions. Differing patterns of perceived similarity and satisfaction found in the two schools support the notion that organizational structure—as embodied in organizational roles—causes the perceived similarity-satisfaction relationship to be different in different settings. The relationship of the findings to prior research is discussed and the importance of evolving more sophisticated notions of person-environment relationships is stressed.