The late Doreen Kimura, a renowned Canadian neuropsychologist, declared that
"...you [the individual] just have to go ahead and find things out for yourself. This is the mark of a good scientist.” (Science.ca, 2002).
The day when a principal investigator operates his own rig to run his own experiments (e.g. Hubel and Wiesel 1968; Schiller et al. 1976) is fast becoming a thing of the past. Big science is now considered the way of the future (e.g. Nicolelis 2012) and many aspiring neuroscientists equate success with being in charge of a large enterprise composed of many subordinates. This type of science, however, can create a serious disconnection between the principal investigator (who might never see how his data are being collected and processed) and the team of subordinates who supplies the final result for a scientific publication. The biggest fear a principal investigator of big science should have is that this disconnection may create contingencies that foster the fabrication of data.
How could such contingencies be created? First, a principal investigator must communicate a 'positive' experimental outcome to his underlings by promoting a grand theory. Second, by holding a weekly journal club the principal investigator can further inculcate his group in his thinking. Third, by having every scientific publication authorized and authored by the principal investigator this further enforces control by not permitting independent publications by subordinates. Finally, by holding a tight lease on salaries (via annual evaluations) and by reminding underlings about their future need for good letters of recommendation, the subordinates are further kept in check. If negative data conflicting with the grand theory should ensue, the subordinate investigator should be encouraged to return to his rig to find more positive data.
What should be done if the negative data continue to accumulate before finalizing a publication? A subordinate's self-doubts (due to career pressures) should not be discouraged by permitting notions such as: "the negative data were all collected on bad days, and so on." Hitherto, no explicit communication has been made between the principal investigator and the subordinate about the negative results. If the accumulation of negative results persists then the issue inevitably becomes public thereby triggering an intra-laboratory crisis. At this point, there are institutional mechanisms available to distance the principal investigator from the negative results. A committee can be formed within the institution to assess whether there was active suppression of the negative results by the principal investigator. Since the principal investigator 'just learned' about the accusation he is granted plausible deniability (as commonly occurs with leaders of great nations).
In order for the forgoing scenario to be realized, a principal investigator must create an organizational hierarchy that is under his total control. Rogues, free-thinkers, anarchists and so on would not be tolerated in such a hierarchy. Unfortunately, it is such individuals who disproportionately contribute to the advancement of science (e.g. Olds and Milner 1954; Hubel and Wiesel 1968; Neuenschwander and Singer 1996; Schiller and Tehovnik 2001). When thinking of hierarchies and their perverse outcomes we just need to heed the words of Stanley Milgram:
"Could it be that Eichmann and his million accomplices in the Holocaust were just following orders? Could we call them all accomplices?” (Schulweis 2010, pp. 106).