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Elizabeth Ginexi's avatar

Great read. I was a program officer at NIH during most of the time you write about, and as a social scientist I was always infuriated by the relative lack of funding for the social and behavioral interventions and aspects of health, especially for mental health and drug abuse. We were forced to focus on genetics and neuroscience for problems involving social and behavioral phenomena. I believe a similar analysis of group think is relevant to NIDA which also focused mostly on genetics and neuroscience under the leadership of Volkow. One possible (partial) solution would be to institute term limits for the NIH Institute Directors. It's complex problem indeed.

CleverBeast's avatar

In general, this article seems very well-supported, but some of the conclusions seem either too hasty or undersupported. In particular:

> From a structural perspective, it seems like a bad idea to give an NIH Institute Director the power to make radical changes in any one direction, turning the entirety of a given scientific field into his or her personal plaything.

The alternative suggested here seems to be ever-more layers of bureaucracy or more decentralized leadership. The tradeoff, of course, is that these sorts of government styles—which seem to be increasingly common in large institutions—dilutes responsibility and while promoting groupthink and increasing institutional inertia. An individual leader who is responsible for all decisions and actions, whether taken or not taken, does have advantages.

Insen had a plan, executed on it, was criticized for it, and has admitted at least some degree of error.

His mistake was obviously undesirable for NIMH. But we’re only seeing one side of the ledger here. When designing mass health systems, or public institutions in general, we have to weigh the risks of bad leadership against the risks of weak or no leadership.

I’d like to see the latter set of risks discussed more before people get too excited about changing structures in addition to leadership.

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