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Martin is managing a production line in a manufacturing plant in the midwest. martin has a quality and productivity problem in one part of the manufacturing process. he discovers that his workers aren't sure what to do. when he asks why they didn't ask questions, the universal reply is, "we midwesterners don't ask questions, we just do." martin decides to address this problem by offering recognition rewards for anyone who asks the most job-related questions each month that lead to process improvements. unfortunately, martin finds the program doesn't work. when he further questions his workers, he discovers that no one wants to be the first to ask questions. as a group, workers still feel that they should figure it out on their own and not ask questions. martin finds carmen, one of the workers that everyone else admires, and talks her into being the first to ask questions as part of the program. after about a month, several other people begin to submit questions, and soon everyone in the plant is asking questions. refer to case 6.1. martin's plan failed initially because he didn't consider the power of on attitudes.

Afull irb committee meeting is convened and one agenda item is a new research proposal to evaluate how mothers interact with their learning-disabled child. the inclusion criteria require the children to be a minimum of five years of age. the protocol requires the mother of the child to look at the child without any expression and not to talk to the child for three minutes. the committee determined that the mother's required task may upset the child. the irb approved the study with appropriate language in the parental permission form regarding the possibility that children might become upset. after the start of the study, the principal investigator reports to the irb that, as expected, one of the children became upset. the incident was handled according to the protocol and the child is fine. what should the irb do with regard to this report?

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