Assessing our own programs to identify areas for improvement that may be rooted in long-standing policy, culture, or difficult personalities can present significant leadership challenges. In this session, speakers will discuss their experiences in dealing with "difficult" IRB/IACUC/IBC chairs, members, and/or staff, and/or committees. The focus will be on identifying areas of such difficulties, assessing to what extent their root cause lies in policy, process, or personnel, and exploring efforts by IRB/IACUC/IBC leaders to eliminate, reduce, and minimize such difficulties.
Learning Objectives:
Identify where an IRB/IACUC/IBC can be problematic in terms of policy, processes, culture, and operations
Explore root causes of problematic IRB/IACUC/IBC behavior: culture, organization, personnel
Consider processes for addressing problematic IRB/IACUC/IBC behavior