Interview in Progress

At the end of every interview, most likely the interviewer will thank you for coming and tell you that they will get back to you directly or through HR or the external recruiter. The problem is you have no idea how you did, and, once you walk out of the room, the person’s perception of you and how the interview went is locked and stored away in their mind.  If the interview went great, then everything is fine.  But on the other hand if there was something the interviewer didn’t like about your background, or perhaps was unclear about a comment you made in response to a question, once you leave the room, the impression is formed and tucked away.  You may not have fully understood the question or perhaps you hadn’t responded as clearly as you would have liked on some aspect of your background.  There is no way of knowing, unless you do one thing…

At the end of the interview, say to the interviewer “Now that you have reviewed my background and spoken with me today, do you think I would be a fit for this role?”.  At this point, the interviewer will either say, I think you are a great fit and I really liked your background in the following areas.  Which in this case, you can then just follow on with that thread and conclude the conversation on a high note.  On the other hand, the interviewer may hesitate and stutter and not really answer you directly.  In this case, you know that there is something that is troubling the interviewer about the discussion or your background.  At this point, you would say “It looks like there is something that you are uncomfortable with about my background.  If you would be willing to share your concerns I would very much appreciate the opportunity to further elaborate in that area”.  Now, in some cases, the person will cooperate and tell you what’s on their mind – if so, great, you now have the opportunity to clarify and expand upon your background. Often times, it is a simple misunderstanding about something you said during the discussion.  The good news is that you are still in the room and have the opportunity to fix the misperception.  Some interviewers however will not be willing to share their concerns and there is really nothing that can be done about that.  At that point at least you know you’ve done all that you can, and in the process you’ve at least gotten some level of insight into what the person thought about the interview.

The other day, a candidate I have known for years told me he was ready to make a move after being at his current company for a long period of time.  I thought this was great and was happy for his decision – he’s a talented Director of IT, who has been steadily creating a very solid track record and is about to finish up an Executive MBA program as well.  So naturally I asked, what approach are you taking for your job search?  He stated that he was reaching out to some recruiters in his background area ( I work in a different industry segment), but was frustrated with the lack of response – in fact he wasn’t even being acknowledged that he existed (unfortunately, I’m sure many of you can relate…).  I then asked him to tell me what he was writing in his emails and what he said in his voice mails when he reached out to these recruiters.  His response was what is very typical of what people do – “Hi, this is… I’m a Director of xxx, and I am ready to make a move.  Please call me….”  The fact that he wasn’t getting many responses was now not surprising.  Here’s why:

1.  Timing is Everything

A Recruiter’s main asset is his or her time.  So at the moment you have reached them, they are probably working on a number of different search assignments as well as business development activities.  We should all respond to all inquiries – it is definitely the right thing do.  However, many times, there just isn’t enough time to reply to everyone right away.  Don’t take it personally.  In fact, if you don’t hear back after a few weeks, try reaching out again.  Of course, with everything, moderation is best, so after a couple of attempts of not hearing back, the recruiter just may not have something that would be a fit at the current time.

2.  Paint a Three Dimensional Picture of Yourself

Though everyone has a unique and valuable set of qualities as a candidate, they may not readily be apparent from your resume.  A strong recruiter who is well connected in a specific niche is going to have a deep database of candidates with backgrounds similar to yours.  When you reach out to a recruiter you need to capture their attention of why you are an A-Level candidate – the type of candidate that companies are looking for a recruiter to find for them.  Try sending a cover letter that highlights your background in the following areas:

  • What have you done that has caused you to stand out amongst your peers in the industry? Essentially, achievements that capture the “added value” you bring to a role and company (great projects and or products completed, revenue achievements, cost reductions, etc). Bullets work fine here.  Feedback or endorsements of your work from colleagues and supervisors is of great value as well.
  • Describe a project in a paragraph or two, where you played a major role and what the outcome was in terms of new product creation, revenue generation, cost reduction, and competitive impact (all that apply).  What you are doing is bringing your background to life – showing a real world example of how you think and how you get things done.
  • If you are in a leadership role, describe why people follow you and provide an example of leadership success from your career.

If you reach out to a recruiter in this manner, you are clearly signaling that you are an A-Player that understands the value they can bring to a company and is someone who is willing to go the extra mile.  You will stand apart from the majority of candidates who are just sending a resume.  Go for it!

IMG_1906

We added to our family this past December with the addition of a puppy – an American Eskimo who we named Mojo.  We’ve never had a dog before, so we had a steep learning curve but with everyone pitching in – myself, my wife, and our two kids, 14 and 12, we’ve managed to get into a new routine.  One aspect of taking care of a dog, especially a high energy breed such as ours, is that they need lots of exercise.  So, dally, Mojo and I go out for a long walk at noon in one of the many parks and wooded areas near our home in Allentown, PA.  I really enjoy these daily outings as does Mojo – the chance to chase birds, bark at other dogs, stop for a petting from every person we run into along our way, is just an enormous amount of fun for him.  As soon as I say “ready for a walk?”, he goes into a frenzy as we get ready to leave.

It’s on these walks however, that I have encountered one of the unfortunate aspects of our society – littering by our fellow citizens.  Not a tremendous amount, but of course even a small amount is a problem. And it reminded me of one of the core teachings from my Boy Scout days – “Always Leave a Place Better than You Found It“.  On any camp out we went, our Scoutmaster would always make sure to remind us of this one priceless sentence and it has stuck with me since.  At the end of every camp out, we would pack everything up, and then fan out as a team and clean up the camp site to as pristine a level as possible.  It was a great ending ritual – recognizing the benefits we received from that place and leaving it in great shape for the next group of people who would enjoy it. So, whenever Mojo and I go out, if I come across some refuse that someone has left, I pick up what I can and put it in a nearby waste can.  My little contribution to leaving the parks we enjoy a little bit better than we found them.

But this sentiment I think can be applied to all areas of our life.  Imagine, if we applied it to every encounter with another person we had – leaving them feeling a little better than when we first met them. It could be as simple as a compliment or perhaps an offer of assistance for something they are working on.  Could you imagine at work – everyone walking around looking for ways to make things better for their co-workers rather than whining about how bad things are?  That would truly be glorious!  In a world where conflict, competition, and stress seem to be the rule of the day, why not silently turn the equation around into one of collaboration, support, and inspiration.  And, as they say, what one gives, one receives even more so. So, go ahead, “Leave them Better than You Found Them…”.

Hawaii rocks for blog

I recently had a conversation with a fellow participant at a meditation group meeting who told me he had mastered how to be calm at work.  He works in finance and manages a team at one of the world’s largest banks, so this is no easy task.  When I asked how he did it, he said he had embraced Mindlessness.  Now, for those of who are familiar with the term Mindfullness (the art of of being totally present in what you are doing) you are probably thinking I am a bit off kilter or that I can’t spell correctly.  But let me explain.

You see, for this person, the term Mind-Less-Ness better captures the essence behind being present and mindful.  When we quiet the constant chattering of our minds we are more easily able to concentrate, are less stressful, and ultimately more productive.  We learn to be in the Now, the present moment.  Mindlessness then means in this case, removing the chattering mind and leaving behind a calm, totally present awareness.  Ultimately, Mindfullness and Mindlessness are the same concept.

But the essential question remains, how did he get to this state consistently at work?  My friend says that after years of being caught up in worrying and stress at work and noticing his colleagues suffering the same fate, he realized that most of the time we either are worrying about the future or regretting what happened in the past.  Both of these states arise he felt, from fear.  The other thing most of us do he discovered, is that we get into an agitated state due to our various expectations. Am I going to get a raise this year, will I be promoted, I deserve more vacation time, and others all fall into this category.  So, to eliminate the stress from his work life he just decided to stop being fearful and to eliminate having any expectations of future rewards.  He would not fear of what could come in the future – a demotion in a re-org, or even a loss of his job. If those things happened, they happened.  He would deal with them at the appropriate time if necessary.  And, he eliminated the expectations we all like to carry about what future rewards we are entitled to.  From now on, he had decided he would be content with what he had, where he was in the organization, and what his responsibilities were. He would totally accept what what the present moment brought him and contemplate nothing else.  His colleagues chided him – “Don’t you care”?  He said of course I do, I care that we do a quality job and focus on the task at hand.  My new friend says he has never felt better at work.  He is peaceful and more productive.  What a great combination.  I bet his senior management will also notice.  High productivity with no drama – something all leaders dream of for their organizations…

The Myth of Brainstorming: Adventures in Medical-Device Usability
Posted: March 7, 2012

Stephen B. Wilcox, Ph.D., FIDSA

I thought I would begin this blog with a discussion of a New Yorker article.

What does this have to do with medical-device usability?  Let me explain.

I’ve spent the last 25 years or so mostly working with medical-device development teams in new product development, and I can report that one thing nearly every team does at some point is “brainstorm”. The purpose of brainstorming is to add the magic of “new ideas” to the mix.  No matter how careful you are; no matter how much intellectual horsepower you bring to the table; no matter how sophisticated your “NPD methodology” is, developing new products still needs that spark of innovation—new ideas—to maintain a competitive edge. And the received wisdom is that brainstorming, to be effective, must conform to certain rules, the two most important of which are as follows:

  1. That it should be done in group sessions (to provide “synergy” so that the sum of the ideas is more than what the same people can collectively come up with on their own).
  2. That there are no “bad ideas”, i.e., that criticism should be withheld during the sessions, at least until a later stage when the ideas are culled, evaluated, etc.

Regarding the latter, the notion is that an idea may start out bad, but it may serve as the catalyst to a good idea, so cutting out the bad ideas too early may also eliminate good ideas that might follow from them. Furthermore, criticism is thought to limit ideas by instilling fear of contributing.

Now, I’ve participated in a lot of brainstorming sessions, and I’ve never heard anyone question this methodology.  I’ve never heard anyone say, for example, “This is dumb; we’d be better off sitting at our desks and seeing what we can come with on our own”.  And since being critical is probably about as basic to human nature as overeating, every session I’ve been in has included at least one reprimand from the leader when someone commits the sin of being too critical.  The reprimandee inevitably sheepishly admits his or her wrongdoing and promises not to transgress in the future.

Now, back to the New Yorker.  So I’m sitting on the train reading the New Yorker (for those of you who don’t live in the Northeast, the train is this multi-car tracked vehicle that many of us take to work so we can arrive relaxed from reading the New Yorker instead of already frazzled, before the workday even begins, from fighting rush-hour traffic), something that is normally a diversion from my workaday world.  But, lo and behold, what do I find?  An article by Jonah Lehrer, called “Groupthink: The Brainstorming Myth” that makes a compelling case that what we all believe—that the best way to generate ideas is through brainstorming—is actually a myth.  As Lehrer puts it, “But there’s a problem with brainstorming.  It doesn’t work”.

The article summarizes the actual empirical evidence regarding brainstorming.  It turns out that there’s quite a bit of it.  A number of academic researchers have been studying brainstorming by comparing the actual results (defined as the number of good ideas, measured in various ways) of different methods. Lehrer summarizes these studies and argues that the two key axioms of brainstorming—that group sessions generate more good ideas than the same people working alone and that criticism stifles good ideas—are simply false.

As an example, Lehrer describes a study conducted at Yale, back in 1958:

Forty-eight male undergraduates were divided into twelve groups and given a series of creative puzzles.  The groups were instructed to follow Osborn’s guidelines. As a control sample, the scientists gave the same puzzles to forty-eight students working by themselves. The results were a sobering refutation of Osborn. The solo students came up with roughly twice as many solutions as the brainstorming groups, and a panel of judges deemed their solutions more “feasible” and “effective.”  Brainstorming didn’t unleash the potential of the group, but rather made each individual less creative.

Other research has found that eliminating criticism from sessions actually reduces the quality of the ideas. Lehrer summarizes the findings of Charlan Nemeth, a psychologist at Caifornai State University, Berkley, who has been studying brainstorming as follows:

According to Nemeth, dissent stimulates new ideas because it encourages us to engage more fully with the work of others and to reassess our viewpoints.
”

It turns out that the rules for brainstorming were simply made up by Alex Osborn, an advertizing executive.  He wrote a book about how to be more creative called Your Creative Power, published in 1948.  Lehrer refers to the book as “an amalgam of pop science and business anecdote.”  Chapter 33 of the book, “How to Organize a Squad to Create Ideas,” laid out the rules for brainstorming that everyone’s been using all these years.

Lehrer’s article suggests that maybe those of us working to develop new medical devices (along with everyone else) need some new ideas about how to generate new ideas.
+++++++

Stephen B. Wilcox, is a principal and the founder of Design Science (Philadelphia), a 25-person firm that specializes in optimizing the human interface of products—particularly medical devices. Wilcox is a member of the Industrial Designers Society of America’s (IDSA) Academy of Fellows. He has served as a vice president and member of the IDSA Board of Directors, and for several years was chair of the IDSA Human Factors Professional Interest Section. He also serves on the human engineering committee of the Association for the Advancement of Medical Instrumentation (AAMI), which has produced the HE 74 and HE 75 Human Factors standards for medical devices.

I have been reading a wonderful book by Stephen M.R. Covey (the son of Stephen R. Covey of The Seven Habits fame…) called The Speed of Trust (http://tiny.cc/tpSn4).  Stephen took over as CEO of Franklin Covey and much of the material is from what he learned in leading and ultimately selling this company (not to mention the value based leadership approach his father instilled him in while growing up).

For all of us who have been in leadership roles as well as for those who are followers, we instinctively know that Trust is one of the most important drivers of success in a relationship and a successful corporate culture.  Once you lose trust, things disintegrate fast and personal and organizational effectiveness suffers considerably.

Covey, defines Trust as follows:  “Trust is a function of two things: character and competence. Character includes your integrity, your motive, your intent with people. Competence includes your capabilities, your skills, your results, your track record. And both are vital. Trust is equal parts character and competence. Both are absolutely necessary. From the family room to the boardroom, you can look at any leadership failure, and it’s always a failure of one or the other.“  His approach is insightful and goes beyond intent – ie., if a person has good intentions then you would trust them.  In business especially, to gain trust, you must have the second part of his definition – Competence.  You might like  a leader with a good heart and caring personality, but if he can’t execute and deliver on his objectives and strategy, you won’t trust him to lead you and run the business.  Covey goes on to say:  “Simply put, trust means confidence. The opposite of trust — distrust — is suspicion. When you trust people, you have confidence in them — in their integrity and in their abilities. When you distrust people, you are suspicious of them — of their integrity, their agenda, their capabilities, or their track record. It’s that simple.”

The book goes on to explain in depth through examples from Covey’s business career and family life, how Trust can be created between individuals, and easily lost.  He also gives a little advice we could all use about giving someone else a little slack:  “…we tend to judge others based on their behavior, and ourselves based on our intent. In almost all situations, we would do well to recognize the possibility — even probability — of good intent in others…sometimes despite their observable behavior.”  It’s a tough world out there and we’re not all going to get it right all the time, but just may be, our long term average may not be so bad…  But ideally of course, what we all would like strive for is to consistently generate Trust in a consistent manner with the people we meet, live, and work with.  Covey gives a great example of a CEO who puts himself on the line and sets up high expectations for himself with everyone he meets:  “Doug Conant, CEO of Campbell Soup Company, recently told me that within the first hour of working with new coworkers or other business partners, he lets them know how he operates so that people can know what to expect. He tells them explicitly that his agenda includes building trust with them, and that he wants them to gain trust in him as they see him do what he says he will do. Additionally, Doug finds that declaring his intent not only builds trust, it also puts more accountability on him to be true to what he’s said.”  Wow, now that’s Transparency.

Lastly, Covey emphasizes that confidence generates solid results which in turn generate credibility and therefore higher trust.  It is therefore a leadership imperative to help others realize it in their work and for leaders to work hard to consistently generate their own self confidence:  “Though we all know it intuitively, research also validates that a person’s self-confidence affects his or her performance. This is one reason why Jack Welch of GE always felt so strongly that “building self-confidence in others is a huge part of leadership.” The lack of self trust also undermines our ability to trust others. In the words of Cardinal de Retz, “A man who doesn’t trust himself can never really trust anyone else.”

Covey explains that the best way for us as individuals to develop our own confidence is to keep commitments to ourselves – one step at a time.  This of course makes a lot of sense – the people who we know that seem to the most confident, set challenging goals for themselves, work hard, and achieve them: “Every time we make and keep a commitment to ourselves — large or small — we increase our self-confidence. We build our reserves. We enlarge our capacity to make and keep greater commitments, both to ourselves and to others. As you consider how you might step up your ability to make and keep commitments to yourself, let me suggest a few important things to keep in mind: First, don’t make too many commitments. If you do, you’re setting yourself up for failure. Differentiate between a goal, a direction, a focus, and an actual commitment. When you make a commitment to yourself, do so with the clear understanding that you’re pledging your integrity. Second, treat a commitment you make to yourself with as much respect as you do the commitments you make to others. Whether it’s a commitment of time (an appointment with yourself to exercise or read or sleep) or a commitment to prioritize your energy and focus, treat it — and yourself — with respect. Third, don’t make commitments impulsively. I learned this lesson the hard way one time when we were having a family discussion about health. It was around New Year’s, and as we were talking, we decided that we all needed to drink more water instead of soda pop. I started to really get caught up in the spirit of improvement, and — filled with bravado (but no humility) — I said, “I’ll tell you what I am going to do. I am going to make a commitment to myself to drink nothing but water for this entire year! No soda, no juices — nothing but water!” Well, that was foolish and I lived to regret it. I kept the commitment, but it was hard. Out of the experience, I learned to be careful about making commitments and to make sure they were made out of humility, and not pride. Finally, understand that when keeping your commitment becomes hard, you have two choices: You can change your behavior to match your commitment, or you can lower your values to match your behavior. One choice will strengthen your integrity; the other will diminish it and erode your confidence in your ability to make and keep commitments in the future. In addition, that shift in direction with regard to values — even if it’s slight — will create a change in trajectory that will create a far more significant difference in destination down the road. So I encourage you to learn to make and keep commitments to yourself with wisdom. There is no faster way to build self trust.”

Overall, a great book on what may be one of the most important determinants of success in Life and Business.

-Jay Kshatri
President, The Kensho Group
http://www.TheKenshoGroup.com

Good blog post by Jonathan of the Advanced Life Skills blog on Photography as a metaphor for Focus in our lives:

How Focus Defines Our Life
by JONATHAN

Photography is an amazing way to learn about focus. This is because the very act of viewing life through the lens of a camera can help to us to develop a truly empowering skill. We call that skill focus, and learning to use it properly can transform our perception of the world around us.

3 things photography can teach us about focus

1. The higher the magnification, the narrower the field of vision. This principle is what allows you to use a telephoto lens to pick out a single face in a very large crowd. As you focus in on that one subject, the rest of the crowd disappears from view. Why does that happen? Because your field of vision narrows until the entire frame is filled with that one face.

When you take the picture, the crowd is excluded. It doesn’t mean that there is no crowd. It simply means that you don’t see them in the picture because that is not what you were focused on.

Application: Your perception is determined by what you focus on. This means that we can use our ability to focus our attention in a way that causes an empowering shift in our perception. It doesn’t matter whether we are looking at a person, situation, or an experience. We can control what our picture looks like by controlling what we choose to focus on.

If you focus intently on the positive aspects of any person, place, or thing, the negative aspects will fade into the background. They will still exist, but they will be outside of your field of concentration, and will have little or no influence on the picture you see.

2. Lighting has a huge influence on how you see things, and your ability to focus. If you set your camera on a tripod and focus it on a single object, the lighting will determine how you see that object.

Imagine that you have decided to photograph a magnificent tree that is standing alone on the top of a hill. If your camera remained stationary, and you took one picture every hour from sunup till sundown, what would you have? You would have twelve (or so) completely different photographs. Why? Even though the subject remained the same, the variation in lighting changed its appearance.

Application: The degree of value we choose to assign to anything we focus on can be compared to lighting. If it is something of great importance, we put a spotlight on it so we can see every detail. If it is relatively insignificant, we dial down the light so it doesn’t distract from the things that really matter.

If we assign too much value to (shine a spotlight on) things of little importance, they will overshadow the more valuable aspects of our life.

By assigning increased value to thing like gratitude, relationships, health, and honesty, we bring those things front and center in our life. This means that they move higher on our list of priorities and capture more of our attention. As a result, less empowering aspects of life will be relegated to a lower priority and receive less attention.

3. Shutter speed affects the quality and clarity of any photograph. Under glaring conditions, exposure time needs to be reduced to avoid overexposing the picture. When the lighting is poor, a slower shutter speed allows enough time for the available light to properly expose the image.

If you use a fast shutter speed in a low light situation, the image will not register. Your picture will be underexposed and worthless as a result. Using a slower shutter speed when trying to capture an action shot will give you a blurry picture devoid of details, also worthless.

Exposure time needs to change to fit the requirements of each situation. If it doesn’t, then quality and clarity are compromised.

Application: In life, we need to make choices about what we are willing to expose ourselves to, and for how long. We only have so many hours in a day. Learning to manage the time available is really a process of deciding how much time we spend on each activity.

If you stay too long at unimportant activities (overexpose yourself), you will end up underexposing yourself to the really important ones. Once again, exposure time needs to change to fit the requirements of each situation. We also need to acknowledge that some things are not worth exposing ourselves to at all.

Making positive changes in the quality of our life requires that we assign meaningful amounts of time to meaningful pursuits. If we don’t control our time, mundane activities will expand to fill the time available. By managing your time and adjusting your exposure, you will be able to give greater focus to activities that make a solid contribution to the quality of your life.

Auto focus, is it good or bad?

For most of us, photography is a point and shoot process. Automatic cameras require very little skill to produce fairly nice pictures. Truly exceptional photographs however, still require a skilled photographer to manually control the focus and shutter speed, and to recognize or create the perfect lighting.

High quality photos are still produced by those with enough skill to make the best use of the tools available. They want above average results, and they consider it worth their time and effort to develop the necessary skills.

What Kind of results do you want?

For a lot of people, life is just an average experience, it’s a point and shoot affair. Generally, this is not because they don’t want an exceptional life. It may be because they haven’t taken the time to develop the life skills required to produce exceptional results. Or perhaps, they never had an opportunity to learn those life skills in the first place. Whatever the reason, the skills are available for anyone desiring to live a truly exceptional life.

How about you, is average good enough, or do you want exceptional? When you look at your life, what kind of picture do you want to see?

Do you find it difficult to control your focus?
How much influence do you think focus has on perception?
The lines are open!

Lies, Damned Lies, and Medical Science

—>>Great article in the October Atlantic Monthly about the questionable results from Clinical Trials and why…<<—

Much of what medical researchers conclude in their studies is misleading, exaggerated, or flat-out wrong. So why are doctors—to a striking extent—still drawing upon misinformation in their everyday practice? Dr. John Ioannidis has spent his career challenging his peers by exposing their bad science.

By DAVID H. FREEDMAN

Lies, Damned Lies, and Medical Science
MUCH OF WHAT MEDICAL RESEARCHERS CONCLUDE IN THEIR STUDIES IS MISLEADING, EXAGGERATED, OR FLAT-OUT WRONG. SO WHY ARE DOCTORS—TO A STRIKING EXTENT—STILL DRAWING UPON MISINFORMATION IN THEIR EVERYDAY PRACTICE? DR. JOHN IOANNIDIS HAS SPENT HIS CAREER CHALLENGING HIS PEERS BY EXPOSING THEIR BAD SCIENCE.

By David H. Freedman

IMAGE CREDIT: ROBYN TWOMEY/REDUX

IN 2001, RUMORS were circulating in Greek hospitals that surgery residents, eager to rack up scalpel time, were falsely diagnosing hapless Albanian immigrants with appendicitis. At the University of Ioannina medical school’s teaching hospital, a newly minted doctor named Athina Tatsioni was discussing the rumors with colleagues when a professor who had overheard asked her if she’d like to try to prove whether they were true—he seemed to be almost daring her. She accepted the challenge and, with the professor’s and other colleagues’ help, eventually produced a formal study showing that, for whatever reason, the appendices removed from patients with Albanian names in six Greek hospitals were more than three times as likely to be perfectly healthy as those removed from patients with Greek names. “It was hard to find a journal willing to publish it, but we did,” recalls Tatsioni. “I also discovered that I really liked research.” Good thing, because the study had actually been a sort of audition. The professor, it turned out, had been putting together a team of exceptionally brash and curious young clinicians and Ph.D.s to join him in tackling an unusual and controversial agenda.

Last spring, I sat in on one of the team’s weekly meetings on the medical school’s campus, which is plunked crazily across a series of sharp hills. The building in which we met, like most at the school, had the look of a barracks and was festooned with political graffiti. But the group convened in a spacious conference room that would have been at home at a Silicon Valley start-up. Sprawled around a large table were Tatsioni and eight other youngish Greek researchers and physicians who, in contrast to the pasty younger staff frequently seen in U.S. hospitals, looked like the casually glamorous cast of a television medical drama. The professor, a dapper and soft-spoken man named John Ioannidis, loosely presided.

One of the researchers, a biostatistician named Georgia Salanti, fired up a laptop and projector and started to take the group through a study she and a few colleagues were completing that asked this question: were drug companies manipulating published research to make their drugs look good? Salanti ticked off data that seemed to indicate they were, but the other team members almost immediately started interrupting. One noted that Salanti’s study didn’t address the fact that drug-company research wasn’t measuring critically important “hard” outcomes for patients, such as survival versus death, and instead tended to measure “softer” outcomes, such as self-reported symptoms (“my chest doesn’t hurt as much today”). Another pointed out that Salanti’s study ignored the fact that when drug-company data seemed to show patients’ health improving, the data often failed to show that the drug was responsible, or that the improvement was more than marginal.

Salanti remained poised, as if the grilling were par for the course, and gamely acknowledged that the suggestions were all good—but a single study can’t prove everything, she said. Just as I was getting the sense that the data in drug studies were endlessly malleable, Ioannidis, who had mostly been listening, delivered what felt like a coup de grâce: wasn’t it possible, he asked, that drug companies were carefully selecting the topics of their studies—for example, comparing their new drugs against those already known to be inferior to others on the market—so that they were ahead of the game even before the data juggling began? “Maybe sometimes it’s the questions that are biased, not the answers,” he said, flashing a friendly smile. Everyone nodded. Though the results of drug studies often make newspaper headlines, you have to wonder whether they prove anything at all. Indeed, given the breadth of the potential problems raised at the meeting, can any medical-research studies be trusted?

That question has been central to Ioannidis’s career. He’s what’s known as a meta-researcher, and he’s become one of the world’s foremost experts on the credibility of medical research. He and his team have shown, again and again, and in many different ways, that much of what biomedical researchers conclude in published studies—conclusions that doctors keep in mind when they prescribe antibiotics or blood-pressure medication, or when they advise us to consume more fiber or less meat, or when they recommend surgery for heart disease or back pain—is misleading, exaggerated, and often flat-out wrong. He charges that as much as 90 percent of the published medical information that doctors rely on is flawed. His work has been widely accepted by the medical community; it has been published in the field’s top journals, where it is heavily cited; and he is a big draw at conferences. Given this exposure, and the fact that his work broadly targets everyone else’s work in medicine, as well as everything that physicians do and all the health advice we get, Ioannidis may be one of the most influential scientists alive. Yet for all his influence, he worries that the field of medical research is so pervasively flawed, and so riddled with conflicts of interest, that it might be chronically resistant to change—or even to publicly admitting that there’s a problem.

THE CITY OF IOANNINA is a big college town a short drive from the ruins of a 20,000-seat amphitheater and a Zeusian sanctuary built at the site of the Dodona oracle. The oracle was said to have issued pronouncements to priests through the rustling of a sacred oak tree. Today, a different oak tree at the site provides visitors with a chance to try their own hands at extracting a prophecy. “I take all the researchers who visit me here, and almost every single one of them asks the tree the same question,” Ioannidis tells me, as we contemplate the tree the day after the team’s meeting. “‘Will my research grant be approved?’” He chuckles, but Ioannidis (pronounced yo-NEE-dees) tends to laugh not so much in mirth as to soften the sting of his attack. And sure enough, he goes on to suggest that an obsession with winning funding has gone a long way toward weakening the reliability of medical research.

He first stumbled on the sorts of problems plaguing the field, he explains, as a young physician-researcher in the early 1990s at Harvard. At the time, he was interested in diagnosing rare diseases, for which a lack of case data can leave doctors with little to go on other than intuition and rules of thumb. But he noticed that doctors seemed to proceed in much the same manner even when it came to cancer, heart disease, and other common ailments. Where were the hard data that would back up their treatment decisions? There was plenty of published research, but much of it was remarkably unscientific, based largely on observations of a small number of cases. A new “evidence-based medicine” movement was just starting to gather force, and Ioannidis decided to throw himself into it, working first with prominent researchers at Tufts University and then taking positions at Johns Hopkins University and the National Institutes of Health. He was unusually well armed: he had been a math prodigy of near-celebrity status in high school in Greece, and had followed his parents, who were both physician-researchers, into medicine. Now he’d have a chance to combine math and medicine by applying rigorous statistical analysis to what seemed a surprisingly sloppy field. “I assumed that everything we physicians did was basically right, but now I was going to help verify it,” he says. “All we’d have to do was systematically review the evidence, trust what it told us, and then everything would be perfect.”

It didn’t turn out that way. In poring over medical journals, he was struck by how many findings of all types were refuted by later findings. Of course, medical-science “never minds” are hardly secret. And they sometimes make headlines, as when in recent years large studies or growing consensuses of researchers concluded that mammograms, colonoscopies, and PSA tests are far less useful cancer-detection tools than we had been told; or when widely prescribed antidepressants such as Prozac, Zoloft, and Paxil were revealed to be no more effective than a placebo for most cases of depression; or when we learned that staying out of the sun entirely can actually increase cancer risks; or when we were told that the advice to drink lots of water during intense exercise was potentially fatal; or when, last April, we were informed that taking fish oil, exercising, and doing puzzles doesn’t really help fend off Alzheimer’s disease, as long claimed. Peer-reviewed studies have come to opposite conclusions on whether using cell phones can cause brain cancer, whether sleeping more than eight hours a night is healthful or dangerous, whether taking aspirin every day is more likely to save your life or cut it short, and whether routine angioplasty works better than pills to unclog heart arteries.

But beyond the headlines, Ioannidis was shocked at the range and reach of the reversals he was seeing in everyday medical research. “Randomized controlled trials,” which compare how one group responds to a treatment against how an identical group fares without the treatment, had long been considered nearly unshakable evidence, but they, too, ended up being wrong some of the time. “I realized even our gold-standard research had a lot of problems,” he says. Baffled, he started looking for the specific ways in which studies were going wrong. And before long he discovered that the range of errors being committed was astonishing: from what questions researchers posed, to how they set up the studies, to which patients they recruited for the studies, to which measurements they took, to how they analyzed the data, to how they presented their results, to how particular studies came to be published in medical journals.

This array suggested a bigger, underlying dysfunction, and Ioannidis thought he knew what it was. “The studies were biased,” he says. “Sometimes they were overtly biased. Sometimes it was difficult to see the bias, but it was there.” Researchers headed into their studies wanting certain results—and, lo and behold, they were getting them. We think of the scientific process as being objective, rigorous, and even ruthless in separating out what is true from what we merely wish to be true, but in fact it’s easy to manipulate results, even unintentionally or unconsciously. “At every step in the process, there is room to distort results, a way to make a stronger claim or to select what is going to be concluded,” says Ioannidis. “There is an intellectual conflict of interest that pressures researchers to find whatever it is that is most likely to get them funded.”

Perhaps only a minority of researchers were succumbing to this bias, but their distorted findings were having an outsize effect on published research. To get funding and tenured positions, and often merely to stay afloat, researchers have to get their work published in well-regarded journals, where rejection rates can climb above 90 percent. Not surprisingly, the studies that tend to make the grade are those with eye-catching findings. But while coming up with eye-catching theories is relatively easy, getting reality to bear them out is another matter. The great majority collapse under the weight of contradictory data when studied rigorously. Imagine, though, that five different research teams test an interesting theory that’s making the rounds, and four of the groups correctly prove the idea false, while the one less cautious group incorrectly “proves” it true through some combination of error, fluke, and clever selection of data. Guess whose findings your doctor ends up reading about in the journal, and you end up hearing about on the evening news? Researchers can sometimes win attention by refuting a prominent finding, which can help to at least raise doubts about results, but in general it is far more rewarding to add a new insight or exciting-sounding twist to existing research than to retest its basic premises—after all, simply re-proving someone else’s results is unlikely to get you published, and attempting to undermine the work of respected colleagues can have ugly professional repercussions.

In the late 1990s, Ioannidis set up a base at the University of Ioannina. He pulled together his team, which remains largely intact today, and started chipping away at the problem in a series of papers that pointed out specific ways certain studies were getting misleading results. Other meta-researchers were also starting to spotlight disturbingly high rates of error in the medical literature. But Ioannidis wanted to get the big picture across, and to do so with solid data, clear reasoning, and good statistical analysis. The project dragged on, until finally he retreated to the tiny island of Sikinos in the Aegean Sea, where he drew inspiration from the relatively primitive surroundings and the intellectual traditions they recalled. “A pervasive theme of ancient Greek literature is that you need to pursue the truth, no matter what the truth might be,” he says. In 2005, he unleashed two papers that challenged the foundations of medical research.

He chose to publish one paper, fittingly, in the online journal PLoS Medicine, which is committed to running any methodologically sound article without regard to how “interesting” the results may be. In the paper, Ioannidis laid out a detailed mathematical proof that, assuming modest levels of researcher bias, typically imperfect research techniques, and the well-known tendency to focus on exciting rather than highly plausible theories, researchers will come up with wrong findings most of the time. Simply put, if you’re attracted to ideas that have a good chance of being wrong, and if you’re motivated to prove them right, and if you have a little wiggle room in how you assemble the evidence, you’ll probably succeed in proving wrong theories right. His model predicted, in different fields of medical research, rates of wrongness roughly corresponding to the observed rates at which findings were later convincingly refuted: 80 percent of non-randomized studies (by far the most common type) turn out to be wrong, as do 25 percent of supposedly gold-standard randomized trials, and as much as 10 percent of the platinum-standard large randomized trials. The article spelled out his belief that researchers were frequently manipulating data analyses, chasing career-advancing findings rather than good science, and even using the peer-review process—in which journals ask researchers to help decide which studies to publish—to suppress opposing views. “You can question some of the details of John’s calculations, but it’s hard to argue that the essential ideas aren’t absolutely correct,” says Doug Altman, an Oxford University researcher who directs the Centre for Statistics in Medicine.

Still, Ioannidis anticipated that the community might shrug off his findings: sure, a lot of dubious research makes it into journals, but we researchers and physicians know to ignore it and focus on the good stuff, so what’s the big deal? The other paper headed off that claim. He zoomed in on 49 of the most highly regarded research findings in medicine over the previous 13 years, as judged by the science community’s two standard measures: the papers had appeared in the journals most widely cited in research articles, and the 49 articles themselves were the most widely cited articles in these journals. These were articles that helped lead to the widespread popularity of treatments such as the use of hormone-replacement therapy for menopausal women, vitamin E to reduce the risk of heart disease, coronary stents to ward off heart attacks, and daily low-dose aspirin to control blood pressure and prevent heart attacks and strokes. Ioannidis was putting his contentions to the test not against run-of-the-mill research, or even merely well-accepted research, but against the absolute tip of the research pyramid. Of the 49 articles, 45 claimed to have uncovered effective interventions. Thirty-four of these claims had been retested, and 14 of these, or 41 percent, had been convincingly shown to be wrong or significantly exaggerated. If between a third and a half of the most acclaimed research in medicine was proving untrustworthy, the scope and impact of the problem were undeniable. That article was published in the Journal of the American Medical Association.

DRIVING ME BACK to campus in his smallish SUV—after insisting, as he apparently does with all his visitors, on showing me a nearby lake and the six monasteries situated on an islet within it—Ioannidis apologized profusely for running a yellow light, explaining with a laugh that he didn’t trust the truck behind him to stop. Considering his willingness, even eagerness, to slap the face of the medical-research community, Ioannidis comes off as thoughtful, upbeat, and deeply civil. He’s a careful listener, and his frequent grin and semi-apologetic chuckle can make the sharp prodding of his arguments seem almost good-natured. He is as quick, if not quicker, to question his own motives and competence as anyone else’s. A neat and compact 45-year-old with a trim mustache, he presents as a sort of dashing nerd—Giancarlo Giannini with a bit of Mr. Bean.

The humility and graciousness seem to serve him well in getting across a message that is not easy to digest or, for that matter, believe: that even highly regarded researchers at prestigious institutions sometimes churn out attention-grabbing findings rather than findings likely to be right. But Ioannidis points out that obviously questionable findings cram the pages of top medical journals, not to mention the morning headlines. Consider, he says, the endless stream of results from nutritional studies in which researchers follow thousands of people for some number of years, tracking what they eat and what supplements they take, and how their health changes over the course of the study. “Then the researchers start asking, ‘What did vitamin E do? What did vitamin C or D or A do? What changed with calorie intake, or protein or fat intake? What happened to cholesterol levels? Who got what type of cancer?’” he says. “They run everything through the mill, one at a time, and they start finding associations, and eventually conclude that vitamin X lowers the risk of cancer Y, or this food helps with the risk of that disease.” In a single week this fall, Google’s news page offered these headlines: “More Omega-3 Fats Didn’t Aid Heart Patients”; “Fruits, Vegetables Cut Cancer Risk for Smokers”; “Soy May Ease Sleep Problems in Older Women”; and dozens of similar stories.

When a five-year study of 10,000 people finds that those who take more vitamin X are less likely to get cancer Y, you’d think you have pretty good reason to take more vitamin X, and physicians routinely pass these recommendations on to patients. But these studies often sharply conflict with one another. Studies have gone back and forth on the cancer-preventing powers of vitamins A, D, and E; on the heart-health benefits of eating fat and carbs; and even on the question of whether being overweight is more likely to extend or shorten your life. How should we choose among these dueling, high-profile nutritional findings? Ioannidis suggests a simple approach: ignore them all.

For starters, he explains, the odds are that in any large database of many nutritional and health factors, there will be a few apparent connections that are in fact merely flukes, not real health effects—it’s a bit like combing through long, random strings of letters and claiming there’s an important message in any words that happen to turn up. But even if a study managed to highlight a genuine health connection to some nutrient, you’re unlikely to benefit much from taking more of it, because we consume thousands of nutrients that act together as a sort of network, and changing intake of just one of them is bound to cause ripples throughout the network that are far too complex for these studies to detect, and that may be as likely to harm you as help you. Even if changing that one factor does bring on the claimed improvement, there’s still a good chance that it won’t do you much good in the long run, because these studies rarely go on long enough to track the decades-long course of disease and ultimately death. Instead, they track easily measurable health “markers” such as cholesterol levels, blood pressure, and blood-sugar levels, and meta-experts have shown that changes in these markers often don’t correlate as well with long-term health as we have been led to believe.

On the relatively rare occasions when a study does go on long enough to track mortality, the findings frequently upend those of the shorter studies. (For example, though the vast majority of studies of overweight individuals link excess weight to ill health, the longest of them haven’t convincingly shown that overweight people are likely to die sooner, and a few of them have seemingly demonstrated that moderately overweight people are likely to live longer.) And these problems are aside from ubiquitous measurement errors (for example, people habitually misreport their diets in studies), routine misanalysis (researchers rely on complex software capable of juggling results in ways they don’t always understand), and the less common, but serious, problem of outright fraud (which has been revealed, in confidential surveys, to be much more widespread than scientists like to acknowledge).

If a study somehow avoids every one of these problems and finds a real connection to long-term changes in health, you’re still not guaranteed to benefit, because studies report average results that typically represent a vast range of individual outcomes. Should you be among the lucky minority that stands to benefit, don’t expect a noticeable improvement in your health, because studies usually detect only modest effects that merely tend to whittle your chances of succumbing to a particular disease from small to somewhat smaller. “The odds that anything useful will survive from any of these studies are poor,” says Ioannidis—dismissing in a breath a good chunk of the research into which we sink about $100 billion a year in the United States alone.

And so it goes for all medical studies, he says. Indeed, nutritional studies aren’t the worst. Drug studies have the added corruptive force of financial conflict of interest. The exciting links between genes and various diseases and traits that are relentlessly hyped in the press for heralding miraculous around-the-corner treatments for everything from colon cancer to schizophrenia have in the past proved so vulnerable to error and distortion, Ioannidis has found, that in some cases you’d have done about as well by throwing darts at a chart of the genome. (These studies seem to have improved somewhat in recent years, but whether they will hold up or be useful in treatment are still open questions.) Vioxx, Zelnorm, and Baycol were among the widely prescribed drugs found to be safe and effective in large randomized controlled trials before the drugs were yanked from the market as unsafe or not so effective, or both.

“Often the claims made by studies are so extravagant that you can immediately cross them out without needing to know much about the specific problems with the studies,” Ioannidis says. But of course it’s that very extravagance of claim (one large randomized controlled trial even proved that secret prayer by unknown parties can save the lives of heart-surgery patients, while another proved that secret prayer can harm them) that helps gets these findings into journals and then into our treatments and lifestyles, especially when the claim builds on impressive-sounding evidence. “Even when the evidence shows that a particular research idea is wrong, if you have thousands of scientists who have invested their careers in it, they’ll continue to publish papers on it,” he says. “It’s like an epidemic, in the sense that they’re infected with these wrong ideas, and they’re spreading it to other researchers through journals.”

THOUGH SCIENTISTS AND science journalists are constantly talking up the value of the peer-review process, researchers admit among themselves that biased, erroneous, and even blatantly fraudulent studies easily slip through it. Nature, the grande dame of science journals, stated in a 2006 editorial, “Scientists understand that peer review per se provides only a minimal assurance of quality, and that the public conception of peer review as a stamp of authentication is far from the truth.” What’s more, the peer-review process often pressures researchers to shy away from striking out in genuinely new directions, and instead to build on the findings of their colleagues (that is, their potential reviewers) in ways that only seem like breakthroughs—as with the exciting-sounding gene linkages (autism genes identified!) and nutritional findings (olive oil lowers blood pressure!) that are really just dubious and conflicting variations on a theme.

Most journal editors don’t even claim to protect against the problems that plague these studies. University and government research overseers rarely step in to directly enforce research quality, and when they do, the science community goes ballistic over the outside interference. The ultimate protection against research error and bias is supposed to come from the way scientists constantly retest each other’s results—except they don’t. Only the most prominent findings are likely to be put to the test, because there’s likely to be publication payoff in firming up the proof, or contradicting it.

But even for medicine’s most influential studies, the evidence sometimes remains surprisingly narrow. Of those 45 super-cited studies that Ioannidis focused on, 11 had never been retested. Perhaps worse, Ioannidis found that even when a research error is outed, it typically persists for years or even decades. He looked at three prominent health studies from the 1980s and 1990s that were each later soundly refuted, and discovered that researchers continued to cite the original results as correct more often than as flawed—in one case for at least 12 years after the results were discredited.

Doctors may notice that their patients don’t seem to fare as well with certain treatments as the literature would lead them to expect, but the field is appropriately conditioned to subjugate such anecdotal evidence to study findings. Yet much, perhaps even most, of what doctors do has never been formally put to the test in credible studies, given that the need to do so became obvious to the field only in the 1990s, leaving it playing catch-up with a century or more of non-evidence-based medicine, and contributing to Ioannidis’s shockingly high estimate of the degree to which medical knowledge is flawed. That we’re not routinely made seriously ill by this shortfall, he argues, is due largely to the fact that most medical interventions and advice don’t address life-and-death situations, but rather aim to leave us marginally healthier or less unhealthy, so we usually neither gain nor risk all that much.

Medical research is not especially plagued with wrongness. Other meta-research experts have confirmed that similar issues distort research in all fields of science, from physics to economics (where the highly regarded economists J. Bradford DeLong and Kevin Lang once showed how a remarkably consistent paucity of strong evidence in published economics studies made it unlikely that any of them were right). And needless to say, things only get worse when it comes to the pop expertise that endlessly spews at us from diet, relationship, investment, and parenting gurus and pundits. But we expect more of scientists, and especially of medical scientists, given that we believe we are staking our lives on their results. The public hardly recognizes how bad a bet this is. The medical community itself might still be largely oblivious to the scope of the problem, if Ioannidis hadn’t forced a confrontation when he published his studies in 2005.

Ioannidis initially thought the community might come out fighting. Instead, it seemed relieved, as if it had been guiltily waiting for someone to blow the whistle, and eager to hear more. David Gorski, a surgeon and researcher at Detroit’s Barbara Ann Karmanos Cancer Institute, noted in his prominent medical blog that when he presented Ioannidis’s paper on highly cited research at a professional meeting, “not a single one of my surgical colleagues was the least bit surprised or disturbed by its findings.” Ioannidis offers a theory for the relatively calm reception. “I think that people didn’t feel I was only trying to provoke them, because I showed that it was a community problem, instead of pointing fingers at individual examples of bad research,” he says. In a sense, he gave scientists an opportunity to cluck about the wrongness without having to acknowledge that they themselves succumb to it—it was something everyone else did.

To say that Ioannidis’s work has been embraced would be an understatement. His PLoS Medicine paper is the most downloaded in the journal’s history, and it’s not even Ioannidis’s most-cited work—that would be a paper he published in Nature Genetics on the problems with gene-link studies. Other researchers are eager to work with him: he has published papers with 1,328 different co-authors at 538 institutions in 43 countries, he says. Last year he received, by his estimate, invitations to speak at 1,000 conferences and institutions around the world, and he was accepting an average of about five invitations a month until a case last year of excessive-travel-induced vertigo led him to cut back. Even so, in the weeks before I visited him he had addressed an AIDS conference in San Francisco, the European Society for Clinical Investigation, Harvard’s School of Public Health, and the medical schools at Stanford and Tufts.

The irony of his having achieved this sort of success by accusing the medical-research community of chasing after success is not lost on him, and he notes that it ought to raise the question of whether he himself might be pumping up his findings. “If I did a study and the results showed that in fact there wasn’t really much bias in research, would I be willing to publish it?” he asks. “That would create a real psychological conflict for me.” But his bigger worry, he says, is that while his fellow researchers seem to be getting the message, he hasn’t necessarily forced anyone to do a better job. He fears he won’t in the end have done much to improve anyone’s health. “There may not be fierce objections to what I’m saying,” he explains. “But it’s difficult to change the way that everyday doctors, patients, and healthy people think and behave.”

AS HELTER-SKELTER as the University of Ioannina Medical School campus looks, the hospital abutting it looks reassuringly stolid. Athina Tatsioni has offered to take me on a tour of the facility, but we make it only as far as the entrance when she is greeted—accosted, really—by a worried-looking older woman. Tatsioni, normally a bit reserved, is warm and animated with the woman, and the two have a brief but intense conversation before embracing and saying goodbye. Tatsioni explains to me that the woman and her husband were patients of hers years ago; now the husband has been admitted to the hospital with abdominal pains, and Tatsioni has promised she’ll stop by his room later to say hello. Recalling the appendicitis story, I prod a bit, and she confesses she plans to do her own exam. She needs to be circumspect, though, so she won’t appear to be second-guessing the other doctors.

Tatsioni doesn’t so much fear that someone will carve out the man’s healthy appendix. Rather, she’s concerned that, like many patients, he’ll end up with prescriptions for multiple drugs that will do little to help him, and may well harm him. “Usually what happens is that the doctor will ask for a suite of biochemical tests—liver fat, pancreas function, and so on,” she tells me. “The tests could turn up something, but they’re probably irrelevant. Just having a good talk with the patient and getting a close history is much more likely to tell me what’s wrong.” Of course, the doctors have all been trained to order these tests, she notes, and doing so is a lot quicker than a long bedside chat. They’re also trained to ply the patient with whatever drugs might help whack any errant test numbers back into line. What they’re not trained to do is to go back and look at the research papers that helped make these drugs the standard of care. “When you look the papers up, you often find the drugs didn’t even work better than a placebo. And no one tested how they worked in combination with the other drugs,” she says. “Just taking the patient off everything can improve their health right away.” But not only is checking out the research another time-consuming task, patients often don’t even like it when they’re taken off their drugs, she explains; they find their prescriptions reassuring.

Later, Ioannidis tells me he makes a point of having several clinicians on his team. “Researchers and physicians often don’t understand each other; they speak different languages,” he says. Knowing that some of his researchers are spending more than half their time seeing patients makes him feel the team is better positioned to bridge that gap; their experience informs the team’s research with firsthand knowledge, and helps the team shape its papers in a way more likely to hit home with physicians. It’s not that he envisions doctors making all their decisions based solely on solid evidence—there’s simply too much complexity in patient treatment to pin down every situation with a great study. “Doctors need to rely on instinct and judgment to make choices,” he says. “But these choices should be as informed as possible by the evidence. And if the evidence isn’t good, doctors should know that, too. And so should patients.”

In fact, the question of whether the problems with medical research should be broadcast to the public is a sticky one in the meta-research community. Already feeling that they’re fighting to keep patients from turning to alternative medical treatments such as homeopathy, or misdiagnosing themselves on the Internet, or simply neglecting medical treatment altogether, many researchers and physicians aren’t eager to provide even more reason to be skeptical of what doctors do—not to mention how public disenchantment with medicine could affect research funding. Ioannidis dismisses these concerns. “If we don’t tell the public about these problems, then we’re no better than nonscientists who falsely claim they can heal,” he says. “If the drugs don’t work and we’re not sure how to treat something, why should we claim differently? Some fear that there may be less funding because we stop claiming we can prove we have miraculous treatments. But if we can’t really provide those miracles, how long will we be able to fool the public anyway? The scientific enterprise is probably the most fantastic achievement in human history, but that doesn’t mean we have a right to overstate what we’re accomplishing.”

We could solve much of the wrongness problem, Ioannidis says, if the world simply stopped expecting scientists to be right. That’s because being wrong in science is fine, and even necessary—as long as scientists recognize that they blew it, report their mistake openly instead of disguising it as a success, and then move on to the next thing, until they come up with the very occasional genuine breakthrough. But as long as careers remain contingent on producing a stream of research that’s dressed up to seem more right than it is, scientists will keep delivering exactly that.

“Science is a noble endeavor, but it’s also a low-yield endeavor,” he says. “I’m not sure that more than a very small percentage of medical research is ever likely to lead to major improvements in clinical outcomes and quality of life. We should be very comfortable with that fact.”

This article available online at:

http://www.theatlantic.com/magazine/archive/2010/11/lies-damned-lies-and-medical-science/8269/

Copyright © 2010 by The Atlantic Monthly Group. All Rights Reserved.

Here is a great summary of an article by Dr. John Sullivan, an HR and Hiring expert on hiring top level, game changing candidates.  It was stimulated by the recent league wide recruitment of superstar basketball player Lebron James and the lessons it provided on recruiting any candidate that could significantly impact your business results.

“Game changer” recruitment requires more sophisticated approach

14 July 2010 6:16am

A top performer can generate substantially more revenue for an organisation than someone who is average, but the approach required to bring one on board differs dramatically from typical recruitment, says HR expert Dr John Sullivan.

In an article on ere.net, he describes NBA basketball team Miami Heat’s recent signing of star player LeBron James as “the most sophisticated recruiting effort executed in this century”.

Sports teams and corporations alike need all the game-changers, innovators and exceptional performers they can get, Sullivan says, pointing out that Google estimates a top performer generates three hundred times more revenue than an average performer.

Organisations can learn three key lessons from Miami Heat, he says.

Calculate the economic value of a game-changer

Most recruiting managers focus on the cost-per-hire metric, ignoring the potential return or the economic impacts that recruiting a game-changer will have, Sullivan says.

“When doing calculations, remember that the economic impacts of acquiring a game-changer are not limited to their direct contributions, but also include the attraction of investors and other high-calibre recruits that will also impact the performance of the organisation.

“In addition, recruiting a game-changer from a direct competitor may significantly impact their ability to compete. Once your executives understand the startling economic value, they will support the use of a game-changing recruiting approach.”

Realise that game-changers are different

Game-changers, innovators and top performers “truly are different and must be recruited in a unique manner, Sullivan says. Traditional recruiting models won’t work, because they don’t accommodate superstar personalities, unusual expectations and an array of influencers.

He says that while all game-changers are not alike, they have certain characteristics in common, including that they are:
Not looking for a job – and they are almost certainly treated well where they are;

Powerful – they understand their value and their importance, and expect to be treated differently; and

Difficult to approach – they are busy and in demand. To make contact, recruiters need assistance from someone who influences them.
Game-changers are often cynical of strangers and need a strong relationship built on trust before they will consider an offer, Sullivan adds.

Shift to a game-changing recruiting approach

The main difference between game-changing and traditional recruitment is the level of effort put into truly understanding the candidate and their needs, Sullivan says.

The game-changing approach is market-research and sales driven, resulting in a sophisticated candidate profile, covering the candidate’s job search process, how best to contact them, and their job acceptance decision criteria.

“This in-depth profile takes a significant amount of time and resources but is necessary if you want to have a realistic chance of success,” Sullivan says.

He recommends 10 activities, which include:
Identify the factors that trigger a job search – a combination of a positive job opportunity and a negative triggering factor in their current situation is needed. “Such events might include a corporate merger, management turnover, corporate scandal, or a significant cut to their budget”;

Determine who must do the recruiting – game-changers often expect to be contacted by professionals of a similar stature;

Identify the factors that will grab their attention initially – make sure that compelling information on those factors is clearly available on the sites they routinely visit;

Identify the decision criteria they will use to accept an interview – this requires extensive research and benchmarking, and some guesswork;

Identify who will influence their decision – game-changers are more likely than others to consult with and seek the advice of friends; and

Develop a counter-offer strategy – the normal reaction of a game-changer is to stay put in a known environment, Sullivan says. You need to research what their counter offer is likely to be, and prepare a compelling strategy to overcome it.

The Salt Lake Tribune, November 2009

On the Job: Move beyond the Web to become visible to employers You may not think you have a superpower, but if the only way you’re looking for a job is by applying to companies or job boards on the Web, you’ve just become invisible. Phil Haynes says it’s these kinds of blunders that can prevent a job seeker from finding a position, but he says a revamped strategy can help bring success. “Your chances of finding a job by just applying online are about 7 percent,” says Haynes. “You want to make yourself visible to companies, but you’re invisible if you’re applying for jobs that way.” Haynes is in a unique position to know how companies are hiring. He is the director of AllianceQ, a group of Fortune 500 companies that have collaborated to build a pool of qualified job candidates to match with job openings. It not only drives down recruitment costs for employers because they are sharing resources, but candidates have access to more opportunities through a job search program known as UnitedWeWork.org. As unemployment rises above 10 percent, Haynes says that job seekers need to quit wasting time on strategies that won’t help them find a job. He suggests several ways to improve a job search process. He says some do’s and don’ts include: Don’t apply for jobs for which you’re not qualified. Employers have to weed through hundreds of resumes for even the most basic jobs, so they immediately discard ones where the skills don’t match their requirements. For example, if you’re not an engineer, don’t apply for a job that requires an engineering degree. “You do a great disservice to yourself when you do something like that,” Haynes says. “It never, never works that way. I have never seen someone picked for a job if they don’t have the qualifications.” Do take a sales approach to the job search. “Before you sell something, you have to know your product. In this case, you are the product. What can you offer someone?” Haynes advises not trying to “be something you’re not,” but instead looking at how what you know could translate into something positive for an employer. Do your homework. Haynes says you should never approach an employer about a job unless you have researched the key players in the company, what the company does and some of the challenges it faces in its industry. That information can easily be found on the Internet or by visiting a local library, he says. Do walk out the door. “Put on a suit and get out of the house,” Haynes says. “Go knock on doors. Do it the old-fashioned way: Walk into a small or medium-sized business and talk to them.” Haynes says the way you get opportunities is often by selling your skills to a company leader face-to-face. By making that personal connection, you may nab a job before an employer even considers posting it. “They may just see you as someone who can save them from going through stacks of resumes,” he says. Don’t be desperate. Never approach an employer with the attitude that you’re willing to do any kind of work. “Don’t ever tell an employer that you really need the job, but rather that you’d like the job,” Haynes says. “Never say you’re willing to do anything.” Do understand that something is better than nothing. Maybe your pride won’t let you take a certain job, or even apply for a position with less money than you were making. “Listen, you’ll feel better about yourself if you have a job and someplace to go,” Haynes says. “You can keep looking for something better, but take the job for now.” Don’t be ashamed. “This time period is not going to reflect negatively on you in your résumé,” he says. “People are taking survival jobs, and there’s nothing wrong with that.” Do follow up. Once you’ve had a job interview, don’t let the connection languish. That doesn’t mean you call and bug the person about a decision. Instead, use information gleaned through the interview to make a stronger personal connection, Haynes says. For example, if you know the person went to a certain school and had a favorite professor, find information on the professor’s latest accomplishments, or an article written by the person. Forward this information onto the interviewer, saying something like, “I thought you might find this interesting since I know this professor was a personal favorite.” Haynes also offers other words of encouragement to job seekers. “Don’t forget that while some jobs are gone forever, there are a lot of new ones evolving,” he says. “And as soon as the stock market rebounds, a lot of those 6.6 million people who are 65 and older are going to go ahead and retire. That’s a lot of jobs opening up.”