The Invisible Cost: How Power Dynamics May Undermine Respect in Academic Labs

I’m a big fan of podcasts, and one of my favorites is Tim Harford’s “Cautionary Tales.” It tells true stories about disasters and what we can learn from them. One episode particularly stuck with me—the story of Tenerife.

On March 27, 1977, two Boeing 747s collided on a foggy runway in Tenerife, killing 583 people. This wasn’t just about miscommunication, mechanical failure or bad weather. The investigation revealed something more profound: the captain was the airline’s Chief Flying Instructor, thus creating a steep “gradient” that prevented his first officer from challenging a fatal mistake.

When the first officer realized they didn’t have takeoff clearance, he saw disaster coming but couldn’t bring himself to forcefully challenge his superior.

This got me thinking: when power dynamics prevent people from speaking up, disaster follows. Does this also apply to academia?

A Pattern Worth Noticing

Tim Harford’s podcast reveals a disturbing pattern: many disasters across different fields stem from the same problem—people being unable to challenge authority when they see danger ahead. From naval catastrophes to medical errors, from financial crashes to engineering failures, a common thread is often authority gradients that silence dissenting voices.

To be clear, most academic labs aren’t disaster zones. Most PIs, including my own, are thoughtful mentors who genuinely care about their students’ growth and scientific development. Many labs operate with healthy dynamics where ideas flow freely and disagreement is welcomed.

But here’s a learning from other fields: even well-intentioned leaders can unknowingly create subtle power imbalances. And in science, our “disasters” aren’t plane crashes—they’re missed discoveries, delayed projects, unexplored hypotheses, and brilliant ideas that never see daylight.

The Academic Context

In academia, unlike most corporate environments, one person—your PI—has enormous influence over your career trajectory. As a PhD student or Post-doc, you commit years to one supervisor’s lab. They guide your research direction, allow your access to resources, and significantly influence your future opportunities.

This isn’t inherently problematic. Expertise matters, and experienced scientists rightfully guide newcomers. The challenge is when this necessary hierarchy inadvertently creates barriers to open scientific dialogue.

Even in the best labs, there might be subtle versions of this dynamic. A student hesitating to present data that contradicts the PI’s hypothesis. A postdoc avoiding questions that might seem to challenge established lab protocols. These aren’t dramatic confrontations—they’re quiet moments where respect for authority might overshadow respect for scientific inquiry.

The Free Resource We Maybe Missing

Of all the things science needs—expensive equipment, ample funding, and reagents—respect, costs nothing. Yet, it might be our most powerful tool. Every carefully planned experiment and every piece of expensive equipment depends on people thriving in an environment where they feel safe, heard, and valued.

Science thrives on disagreement. The best discoveries often come from questioning prevailing wisdom and challenging assumptions. But when subtle power dynamics make people hesitate to speak up, we miss out on breakthrough ideas.

The most productive labs may be doing something simple: they separate intellectual discussion from hierarchy. In these labs, everyone responds to contradictory data with curiosity, not defensiveness. Unexpected results are seen as learning opportunities, not failures.

A Quick Self-Check for the Lab

As an opportunity for reflection, PIs and mentees can ask themselves:How often do mentees feel comfortable disagreeing with an idea? If it’s rare, it may be worth examining why. Perhaps even create a “disagreement board” to make the act of questioning a hypothesis more salient and celebrated. What’s the atmosphere like when someone presents data that contradicts an expectation? Do people feel comfortable sharing results that go against the grain?

These aren’t accusations; they’re simply opportunities for growth and improvement. The goal isn’t to flatten hierarchies but to ensure that authority serves discovery, not ego. Sometimes, the most junior person in the lab has a game-changing insight. But they can only share it if they feel safe to do so.

The bottom line

Listening to cautionary tales from other fields reminded me that power dynamics are everywhere, often subtle, and worth examining. In science, where truth-seeking is our highest goal, creating space for respectful disagreement isn’t just good mentorship—it’s essential for discovery.

Sameer Thukral is a post doc in the lab of Yu-Chiun Wang at RIKEN-BDR, Kobe, Japan, where he loves discussing science in a healthy and respectful environment. He is developmental biologist with a focus on mechanics of yolk-blastoderm interactions. He is also the co-founder of BDR-Launchpad, a post-doc network for supporting ECRs with the hidden curriculum of science.

The observations made here are his own and do not reflect the opinions of the employer. This article was written by Sameer Thukral, with formatting, structuring and framing support of Claude AI.

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