Instead of ending a meeting by asking if anyone has questions, new research from UT Arlington suggests a different approach: ask participants if they can think of anything that might go wrong with the plan.
“This gets people thinking about who might be affected or if there’s a part of the project we haven’t considered,” the authors explain. “It helps identify potential issues before they turn into ethical problems.”
Group ethics
Traditionally, studies on ethics have focused on individuals. But researchers rarely work alone, and group dynamics can significantly influence decision-making. Studies in group psychology show that people think and behave differently when they’re part of a team, making it essential to understand how ethics work within groups.
“Scientific integrity relies on the trust that researchers will follow the rules,” the authors note. “But that trust can quickly vanish when someone is caught fabricating data, plagiarizing, or failing to disclose conflicts of interest.”
To explore how teams handle ethical decisions, the researchers interviewed scientists at a public research university. They asked about ethical challenges these scientists had encountered in group settings. After analyzing the interviews, they found recurring themes.
Research misconduct
The most common issue, reported by 75% of participants, was research misconduct—things like fabricating or falsifying data or copying another’s work. The second most reported issue was around protecting human subjects, with 55% of researchers recalling cases where team members did not follow ethical guidelines for participant welfare. These situations were especially tricky when the unethical behavior came from a senior team member.
While the study was exploratory and needs further validation, the researchers identified some helpful strategies for encouraging ethical behavior. One takeaway is the role of an “ethical champion”—a person who ensures the group avoids ethical pitfalls.
“In many teams, someone naturally steps into the role of ethical champion,” the researchers said. “This isn’t a formal role, but rather someone who speaks up when something feels wrong. They ensure that decisions are made ethically, even when the focus is on getting results.”
The authors stress the need to create a culture where everyone, regardless of rank, feels safe to speak up.
“It’s crucial for teams to foster psychological safety so that all members, especially those without power, feel comfortable raising concerns,” they conclude.
