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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.

Steven S's avatar

Larger point taken, but if you're going to ding NIMH research for leaving out behavior, the self, society etc. in favor of genetics and imaging, why rag on the ABCD Consortium, which as you noted *does* include behavioral/social factors? You cite the 2021 NY Times op-ed by a mental health journalist formerly of Science, whose one reference to the study is his complaint that it involved *too many* behavioral/developmental variables. Looks like the researchers can't win!

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