Comment: One way to look for a timely model for medical research on a molecular level would be to find the motion filed in U.S. District (NM) Court of 04/02/01, titled The Solution to the Equation of Schrodinger. It leads to the U.S. copyright TXu1-266-788, which presents the grand unified topological model of the atom as a picoyoctotechnical interactive point map for all particles, fields, and waves.
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A Research Revolution
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How do the two industries deal with failure?
When I started Intel we couldn't make a device twice in a row in the same way. I earned my reputation by being part of a team that figured out why a thing was not reproducible, what you need to do to make results come out the same way twice in a row. The attitude [in high-tech] is, something went wrong for a reason, let's find the gold nugget. In 1970, Dov Frohman [at Intel] was investigating insulator leakage, and it led him to invent a brand-new device that is now a fundamental building block of cellphones, cameras, MP3 players and computers. But in pharma, if a clinical trial doesn't work--which means the average of all the patient responses is not better than the average of a placebo treatment--they just throw [the drug] away, when in fact the averages may hide stuff that did work, and something that made patients different [such as genetics]. I've never heard anyone talk about the opportunity costs of a good drug being thrown away. But a good drug wrongfully convicted means the loss of benefits goes on forever.
What stands in the way of more and faster success in getting cures to patients?
The peer review system in grant making and in academic advancement has the major disadvantage of creating conformity of thoughts and values. It's a modern equivalent of a Middle Ages guild, where you have to sing a particular way to get grants, promotions and tenure. The pressure to conform [to prevailing ideas of what causes diseases and how best to find treatments for them] means you lose the people who want to get up and go in a different direction. There is no place for the wild ducks. The result is more sameness and less innovation. What we need is a cultural revolution in the research community, academic and non-academic. We need to give wild ducks the opportunity to emerge and quack their way to success. But cultural change can be driven only by action at the top.
© 2007
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