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							<p>Professional responsibilities define your working relationships with colleagues. They provide guidance on what you should do and the decisions you should make when you are in a mentoring relationship (as either a mentor, supervisor or student), working as part of a research team, collaborating with other research teams and reviewing the work of colleagues.</p>
							<p>Ideally, if your professional colleagues are well trained and meet their responsibilities, your professional life as a researcher should be helpful and rewarding. However, in practice there is a more than reasonable chance that you will find yourself in situations where your professional colleagues do not seem to be living up to their responsibilities. What should you do if you find yourself in such a situation?</p>
							
							<instructional-text><p>The activity below presents some awkward situations that you would need to confront should you encounter them. Work through them and consider some of the advice we provide. Afterwards, you might want to talk with your peers about what they would do in these situations.</p></instructional-text>
							<instructional-text-accessible><p>The following activity presents some awkward situations that you would need to confront should you encounter them. Work through them and consider some of the advice we provide. Afterwards, you might want to talk with your peers about what they would do in these situations.</p></instructional-text-accessible>

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							<!-- ACTIVITY START -->
							<action-maze show-in-accessible-version="false">
								<!-- question 1 -->
								<action-panel panel="0">
									<action-question>
										<p>To encourage others to do their best, new students and new employees are often warned about the competitive environment they are entering. You might hear people say the following:</p>
										<ul>
											<li><em>"A year from now, only half of you will be in the programme."</em></li>
											<li><em>"I only have enough funds to keep one of you on this project beyond this year."</em></li>
											<li><em>"We hope to turn one of these teaching positions into a permanent academic post based on success in getting funding for research."</em></li>
										</ul>
										<p><strong>Upon hearing these kinds of comments after starting a new position, you become concerned about the challenges that lie ahead. What do you do?</strong></p>
									</action-question>
									<action-link goto-panel="1"><p>Talk with others in the same position to discuss how you can work together to deal with the challenges of working in such a highly pressured environment</p></action-link>
									<action-link goto-panel="2"><p>Carefully set out your own plans to make sure you succeed despite the challenges</p></action-link>
								</action-panel>
								<!-- question 2 -->
								<action-panel panel="1">
									<action-question>
										<p>When you discuss your worries with others in the same position, you find that most of the people you talk to do not want to discuss the issue:</p>
										<ul>
											<li><em>"That's just the way it is &ndash; I just need to get on with my work."</em></li>
											<li><em>"Well, we'd better make sure we work harder than everyone else."</em></li>
											<li><em>"Research is tough &ndash; if you don't want to work under these conditions, get out now."</em></li>
										</ul>
										<p>Your faith in the reliability of your colleagues is dampened, and you start to have doubts about the research community as a whole. Although you start developing your project, you question whether you really want to work in such a pressurised and unfriendly environment.</p>
									</action-question>
									<action-link goto-panel="3"><p>Next</p></action-link>
								</action-panel>
								<!-- question 3 -->
								<action-panel panel="2">
									<action-question>
										<p>You have made your plans and are ready to start developing the project you will be working on for the rest of the year. 
										<br><br>When you hit a roadblock early on with your research, you find yourself turning to your peers for advice. They offer some general guidance, but it seems very brief and you are not sure you can trust it. They seem far more concerned about getting started with their own projects, rather than helping you out with your issue.
										<br><br>Your faith in the reliability of your colleagues is dampened, and you start to have doubts about the integrity of the research community as a whole.</p>
									</action-question>
									<action-link goto-panel="3"><p>Next</p></action-link>
								</action-panel>
								<!-- question 4 -->
								<action-panel panel="3">
									<action-question>
										<p>You are disappointed to find yourself working in an environment where there seems to be so little willingness to share information and work through problems, but you are still determined to persevere and maintain high personal standards as a researcher.
										<br><br><strong>Instead of approaching your peers, you look elsewhere for advice. Where do you turn?</strong></p>
									</action-question>
									<action-link goto-panel="4"><p>Your supervisor or project leader</p></action-link>
									<action-link goto-panel="5"><p>Your head of department </p></action-link>
									<action-link goto-panel="6"><p>Someone in the most relevant institutional support office (i.e. a graduate school or research support office)</p></action-link>
									<action-link goto-panel="7"><p>Family or friends</p></action-link>
								</action-panel>
								<!-- question 5 -->
								<action-panel panel="4">
									<action-question>
										<p>If you have a good working relationship with your supervisor or project leader, this is a good place to turn for advice. However, you may find yourself in a situation where your mentor or project leader is the source of the problem. If this is the case, direct confrontation might make the situation worse.
										<br><br>As for the other options, keep the following potential challenges in mind:</p>
										<ul>
											<li>If you are not a well-established member of your department, your <strong>head of department</strong> could be inclined to support established colleagues or your actions could cause the pressure to be passed on to others</li>
											<li>The staff in your <strong>research support office</strong> might be too far removed to fully appreciate your problem, or your actions could cause the pressure to be passed on to others</li>
											<li>Your <strong>family and friends</strong> could provide personal support, but it is unlikely that they will be able to change your situation. However, personal support might be enough to help you through things under certain circumstances.</li>
										</ul>
										<p>Whenever you need advice, think carefully about your options and make what you consider to be the best choice. It is important to recognise that every situation is different, and your response will need to be tailored accordingly.
										<br><br>You manage to work through the issues with your project, and everything goes smoothly until...</p>
									</action-question>
									<action-link goto-panel="8"><p>Next</p></action-link>
								</action-panel>
								<!-- question 6 -->
								<action-panel panel="5">
									<action-question>
										<p>Since heads of departments are directly responsible for departmental issues, they can be a good place to turn for advice, particularly for supervision issues. However, if you are not a well-established member of your department, your head of department could be inclined to support established colleagues, or your actions could cause the pressure to be passed on to others. If the head of department feels your concerns are not justified, even a casual conversation could make the situation worse.
										<br><br>As for the other options, keep the following potential challenges in mind:</p>
										<ul>
											<li>If you have a good working relationship with your <strong>supervisor or project leader</strong>, this is a good place to turn for advice. However, if your supervisor or project leader is the source of the problem, then this might not be the best option and could even make the situation worse</li>
											<li>The staff in your <strong>research support office</strong> might be too far removed to fully appreciate your problem, or your actions could cause the pressure to be passed on to others</li>
											<li>Your <strong>family and friends</strong> could provide personal support, but it is unlikely that they will be able to change your situation. However, personal support might be enough to help you through things under certain circumstances.</li>
										</ul>
										<p>Whenever you need advice, think carefully about your options and make what you consider to be the best choice. It is important to recognise that every situation is different, and your response will need to be tailored accordingly.
										<br><br>You manage to work through the issues with your project, and everything goes smoothly until...</p>
									</action-question>
									<action-link goto-panel="8"><p>Next</p></action-link>
								</action-panel>
								<!-- question 7 -->
								<action-panel panel="6">
									<action-question>
										<p>The staff in your research support office should be prepared to provide independent and presumably well-informed advice for dealing with difficult situations. However, they might be too far removed to fully appreciate your problem, or your actions could cause the pressure to be passed on to others.
										<br><br>As for the other options, keep the following potential challenges in mind:</p>
										<ul>
											<li>If you have a good working relationship with your <strong>supervisor or project leader</strong>, this is a sensible place to turn for advice. However, if your supervisor or project leader is the source of the problem, then this might not be the best option and could even make the situation worse</li>
											<li>If you are not a well-established member of your department, your <strong>head of department</strong> could be inclined to support established colleagues or your actions could cause the pressure to be passed on to others</li>
											<li>Your <strong>family and friends</strong> could provide personal support, but it is unlikely that they will be able to change your situation. However, personal support might be enough to help you through things under certain circumstances.</li>
										</ul>
										<p>Whenever you need advice, think carefully about your options and make what you consider to be the best choice. It is important to recognise that every situation is different, and your response will need to be tailored accordingly.
										<br><br>You manage to work through the issues with your project, and everything goes smoothly until...</p>
									</action-question>
									<action-link goto-panel="8"><p>Next</p></action-link>
								</action-panel>
								<!-- question 8 -->
								<action-panel panel="7">
									<action-question>
										<p>Talking with family and friends to get some outside advice is usually a good idea. However, although they can provide personal support, it is unlikely that they will be able to do anything to change your situation. However, personal support might be enough to help you deal with the situation.
										<br><br>As for the other options, keep the following potential challenges in mind:</p>
										<ul>
											<li>If you have a good working relationship with your <strong>supervisor or project leader</strong>, this is a sensible place to turn for advice. However, if your supervisor or project leader is the source of the problem, then this might not be the best option and could even make the situation worse</li>
											<li>If you are not a well-established member of your department, your <strong>head of department</strong> could be inclined to support established colleagues or your actions could cause the pressure to be passed on to others</li>
											<li>The staff in your <strong>research support office</strong> might be too far removed to fully appreciate your problem or your actions could cause the pressure to be passed on to others.</li>
										</ul>
										<p>Whenever you need advice, think carefully about your options and make what you consider to be the best choice. It is important to recognise that every situation is different, and your response will need to be tailored accordingly.
										<br><br>You manage to work through the issues with your project, and everything goes smoothly until...</p>
									</action-question>
									<action-link goto-panel="8"><p>Next</p></action-link>
								</action-panel>
								<!-- question 9 -->
								<action-panel panel="8">
									<action-question>
										<p>...the person who warned you about the competitive nature of the research environment drops by to ask for a small favour:</p>
										<ul>
											<li><em>"It's good to see you are settling in and starting to work on your research. I know this is a busy time, but I was just wondering if you could do me a small favour. I told the editor of the leading journal in your field that I would review this article, but don't have the time to meet the deadline. Could you look at it and let me know what you think? This will be good experience for you if you haven't reviewed for this journal before."</em></li>
										</ul>
										<p><strong>How would you respond to this request?</strong></p>
									</action-question>
									<action-link goto-panel="9"><p>Thank your colleague for asking and eagerly take on the review</p></action-link>
									<action-link goto-panel="10"><p>Thank your colleague for asking but decline to do the review</p></action-link>
									<action-link goto-panel="11"><p>Ask your colleague if the editor has given permission for you to do the review</p></action-link>
								</action-panel>
								<!-- question 10 -->
								<action-panel panel="9">
									<action-question>
										<p>Before you do the review, you should make sure the editor has given permission to have someone else do the review. Moreover, if you are going to contribute significantly to the review, you should get some credit.
										<br><br><strong>Knowing that you should ask for more information before proceeding, what do you do?</strong></p>
									</action-question>
									<action-link goto-panel="10"><p>Thank your colleague for asking but decline to do the review</p></action-link>
									<action-link goto-panel="11"><p>Ask your colleague if the editor has given their permission for you to do the review</p></action-link>
								</action-panel>
								<!-- question 11 -->
								<action-panel panel="10">
									<action-question>
										<p>Before declining the review, you should weigh up the costs and benefits of doing it:</p>
										<ul>
											<li>The costs include the time you would need to invest in someone else's project (particularly if you don't get any formal credit for the review), and the possibility of getting on the wrong side of the senior colleague who asked you to do the review</li>
											<li>The benefits could include the experience and a possible recommendation at a later date if you do a good job.</li>
										</ul>
										<p><strong>You are very busy with your own project, but are eager to kick-start your research career. With these thoughts in mind, what do you do next?</strong></p>
									</action-question>
									<action-link goto-panel="11"><p>Ask your colleague if the editor has given their permission for you to do the review</p></action-link>
									<action-link goto-panel="13"><p>Stick with the decision to decline the review and get on with your work</p></action-link>
								</action-panel>
								<!-- question 12 -->
								<action-panel panel="11">
									<action-question>
										<p>When you ask about permission, your colleague smiles and responds with the following:</p>
										<ul>
											<li><em>"You are right, normally you should ask the editor, but I have worked with this editor for a long time. We have a working understanding that mentoring new researchers in this way strengthens our field. When I know someone can do a good review, I pass along their name for future reviews. This is how we make sure we get the best reviews for publications and grant proposals. You will come to understand how the system works over time."</em></li>
										</ul>
										<p><strong>Knowing more about the situation, what would you do?</strong></p>
									</action-question>
									<action-link goto-panel="12"><p>Agree to do the review and get the experience</p></action-link>
									<action-link goto-panel="13"><p>Reluctantly decline the offer, explaining your situation and offering to help another time when it fits better with your schedule</p></action-link>
								</action-panel>
								<!-- question 13 -->
								<action-panel panel="12">
									<action-question>
										<p>If you do not know whether the editor has given approval for someone else to work on the review, you could be violating confidentiality agreements. To avoid compromising best practice, you should look for other ways to resolve your dilemma. You could have suggested that, as a learning experience and to save your colleague time, you contact the editor directly before starting the review. Additionally, you could get advice from others.
										<br><br>Assuming you have successfully worked your way through this situation, you turn once again to your project until...</p>
									</action-question>
									<action-link goto-panel="14"><p>Next</p></action-link>
								</action-panel>
								<!-- question 14 -->
								<action-panel panel="13">
									<action-question>
										<p>Turning down an offer such as this does risk an awkward situation with the person who asked you to review the article. In some departments and fields (particularly the arts and humanities), researchers tend to work on their own; however, in others (such as the biomedical and physical sciences or engineering) collaboration and cooperation are expected. Rather than turning down the offer, you could look for other ways to resolve your dilemma. You could have suggested that, as a learning experience and to save your colleague time, you contact the editor directly before starting the review. You could also get advice from others.
										<br><br>Assuming you have successfully worked your way through this situation, you turn once again to your project until...</p>
									</action-question>
									<action-link goto-panel="14"><p>Next</p></action-link>
								</action-panel>
								<!-- question 15 -->
								<action-panel panel="14">
									<action-question>
										<p>...several months later when your project is nearing completion, you notice that a colleague from another university with whom you shared your initial findings is scheduled to give a presentation at an upcoming meeting that appears to report the work you have been doing. When you shared the initial findings, you thought it was understood that the work would not be published or shared without your permission. What should you do?</p>
									</action-question>
									<action-link goto-panel="15"><p>Contact the person giving the paper and ask for an explanation</p></action-link>
									<action-link goto-panel="15"><p>Contact the head of department of the person giving the paper and ask for help resolving the situation</p></action-link>
									<action-link goto-panel="15"><p>Report the person giving the paper to the appropriate research integrity office/officer at their institution</p></action-link>
								</action-panel>
								<!-- question 16 -->
								<action-panel panel="15">
									<action-question>
										<p>The choices you must make in these situations are not easy. For this final dilemma, you can consider the following courses of action:</p>
										<ul>
											<li><strong>Contact the person.</strong> When a collaborator or colleague seemingly shares your work without your permission, you should be able to talk directly with that person about the situation as long as you have a good working relationship</li>
											<li><strong>Contact the head of department.</strong> Seeking independent advice in difficult situations is also a good idea, especially if you have concerns about broken agreements</li>
											<li><strong>Report to the appropriate research integrity office/officer.</strong> There are times when broken agreements are serious enough to warrant reporting immediately to an institutional official.</li>
										</ul>
										<p>Making decisions on the best course of action will be easier if you are working in a supportive environment. This is why it is important to maintain a positive environment where responsibility is a common concern.</p>
									</action-question>
								</action-panel>
							</action-maze>
							<!-- ACCESSIBLE START -->
							<accessible-block>
								<h4>Question 1:</h4>
								<p>To encourage others to do their best, new students and new employees are often warned about the competitive environment they are entering. You might hear people say the following:</p>
								<ul>
									<li><em>"A year from now, only half of you will be in the programme."</em></li>
									<li><em>"I only have enough funds to keep one of you on this project beyond this year."</em></li>
									<li><em>"We hope to turn one of these teaching positions into a permanent academic post based on success in getting funding for research."</em></li>
								</ul>
								<p>Upon hearing these kinds of comments after starting a new position, you become concerned about the challenges that lie ahead.</p>
								<p><strong>What do you do?</strong></p>
								<ul>
									<li><strong>Answer 1: </strong>Talk with others in the same position to discuss how you can work together to deal with the challenges of working in such a highly pressured environment <strong>[Proceed to Question 2]</strong></li>
									<li><strong>Answer 2: </strong>Carefully set out your own plans to make sure you succeed despite the challenges <strong>[Proceed to Question 3]</strong></li>
								</ul>
								<hr>
								<h4>Question 2:</h4>
								<p>When you discuss your worries with others in the same position, you find that most of the people you talk to do not want to discuss the issue: </p>
								<ul>
									<li><em>"That's just the way it is &ndash; I just need to get on with my work."</em></li>
									<li><em>"Well, we'd better make sure we work harder than everyone else."</em></li>
									<li><em>"Research is tough &ndash; if you don't want to work under these conditions, get out now."</em></li>
								</ul>
								<p>Your faith in the reliability of your colleagues is dampened, and you start to have doubts about the research community as a whole. Although you start developing your project, you question whether you really want to work in such a pressurised and unfriendly environment.</p>
								<p><strong>Now proceed to Question 4.</strong></p>
								<hr>
								<h4>Question 3:</h4>
								<p>You have made your plans and are ready to start developing the project you will be working on for the rest of the year. </p>
								<p>When you hit a roadblock early on with your research, you find yourself turning to your peers for advice. They offer some general guidance, but it seems very brief and you are not sure you can trust it. They seem far more concerned about getting started with their own projects, rather than helping you out with your issue.</p>
								<p>Your faith in the reliability of your colleagues is dampened, and you start to have doubts about the integrity of the research community as a whole. </p>
								<p><strong>Now proceed to Question 4.</strong></p>
								<hr>
								<h4>Question 4:</h4>
								<p>You are disappointed to find yourself working in an environment where there seems to be so little willingness to share information and work through problems, but you are still determined to persevere and maintain high personal standards as a researcher. </p>
								<p>Instead of approaching your peers, you look elsewhere for advice.
								<p><strong>Where do you turn?</strong></p>
								<ul>
									<li><strong>Answer 1: </strong>Your supervisor or project leader <strong>[Proceed to Question 5]</strong></li>
									<li><strong>Answer 2: </strong>Your head of department <strong>[Proceed to Question 6]</strong></li>
									<li><strong>Answer 3: </strong>Someone in the most relevant institutional support office (i.e. a graduate school or research support office) <strong>[Proceed to Question 7]</strong></li>
									<li><strong>Answer 4: </strong>Family or friends <strong>[Proceed to Question 8]</strong></li>
								</ul>
								<hr>
								<h4>Question 5: </h4>
								<p>If you have a good working relationship with your supervisor or project leader, this is a good place to turn for advice. However, you may find yourself in a situation where your supervisor or project leader is the source of the problem. If this is the case, direct confrontation might make the situation worse.</p>
								<p>As for the other options, keep the following potential challenges in mind:</p>
								<ul>
									<li>If you are not a well-established member of your department, your <strong>head of department </strong>could be inclined to support established colleagues or your actions could cause the pressure to be passed on to others </li>
									<li>The staff in your <strong>research support office </strong>might be too far removed to fully appreciate your problem, or your actions could cause the pressure to be passed on to others</li>
									<li>Your <strong>family and friends </strong>could provide personal support, but it is unlikely that they will be able to change your situation. However, personal support might be enough to help you through things under certain circumstances.</li>
								</ul>
								<p>Whenever you need advice, think carefully about your options and make what you consider to be the best choice. It is important to recognise that every situation is different, and your response will need to be tailored accordingly.</p>
								<p>You manage to work through the issues with your project, and everything goes smoothly until... </p>
								<p><strong>Now proceed to Question 9.</strong></p>
								<hr>
								<h4>Question 6:</h4>
								<p>Since heads of departments are directly responsible for departmental issues, they can be a good place to turn for advice, particularly for supervision issues. However, if you are not a well-established member of your department, your head of department could be inclined to support established colleagues, or your actions could cause the pressure to be passed on to others. If the head of department feels your concerns are not justified, even a casual conversation could make the situation worse.</p>
								<p>As for the other options, keep the following potential challenges in mind:</p>
								<ul>
									<li>If you have a good working relationship with your <strong>supervisor or project leader</strong>, this is a good place to turn for advice. However, if your supervisor or project leader is the source of the problem, then this might not be the best option and could even make the situation worse  </li>
									<li>The staff in your <strong>research support office </strong>might be too far removed to fully appreciate your problem, or your actions could cause the pressure to be passed on to others</li>
									<li>Your <strong>family and friends </strong>could provide personal support, but it is unlikely that they will be able to change your situation. However, personal support might be enough to help you through things under certain circumstances.</li>
								</ul>
								<p>Whenever you need advice, think carefully about your options and make what you consider to be the best choice. It is important to recognise that every situation is different, and your response will need to be tailored accordingly.</p>
								<p>You manage to work through the issues with your project, and everything goes smoothly until... </p>
								<p><strong>Now proceed to Question 9.</strong></p>
								<hr>
								<h4>Question 7:</h4>
								<p>The staff in your research support office should be prepared to provide independent and presumably well-informed advice for dealing with difficult situations. However, they might be too far removed to fully appreciate your problem, or your actions could cause the pressure to be passed on to others. </p>
								<p>As for the other options, keep the following potential challenges in mind:</p>
								<ul>
									<li>If you have a good working relationship with your <strong>supervisor or project leader</strong>, this is a sensible place to turn for advice. However, if your supervisor or project leader is the source of the problem, then this might not be the best option and could even make the situation worse  </li>
									<li>If you are not a well-established member of your department, your <strong>head of department </strong>could be inclined to support established colleagues or your actions could cause the pressure to be passed on to others</li>
									<li>Your <strong>family and friends </strong>could provide personal support, but it is unlikely that they will be able to change your situation. However, personal support might be enough to help you through things under certain circumstances.</li>
								</ul>
								<p>Whenever you need advice, think carefully about your options and make what you consider to be the best choice. It is important to recognise that every situation is different, and your response will need to be tailored accordingly.</p>
								<p>You manage to work through the issues with your project, and everything goes smoothly until... </p>
								<p><strong>Now proceed to Question 9.</strong></p>
								<hr>
								<h4>Question 8: </h4>
								<p>Talking with family and friends to get some outside advice is usually a good idea. However, although they can provide personal support, it is unlikely that they will be able to do anything to change your situation. However, personal support might be enough to help you deal with the situation.</p>
								<p>As for the other options, keep the following potential challenges in mind:</p>
								<ul>
									<li>If you have a good working relationship with your <strong>supervisor or project leader</strong>, this is a sensible place to turn for advice. However, if your supervisor or project leader is the source of the problem, then this might not be the best option and could even make the situation worse </li>
									<li>If you are not a well-established member of your department, your <strong>head of department </strong>could be inclined to support established colleagues or your actions could cause the pressure to be passed on to others</li>
									<li>The staff in your <strong>research support office </strong>might be too far removed to fully appreciate your problem or your actions could cause the pressure to be passed on to others.</li>
								</ul>
								<p>Whenever you need advice, think carefully about your options and make what you consider to be the best choice. It is important to recognise that every situation is different, and your response will need to be tailored accordingly.</p>
								<p>You manage to work through the issues with your project, and everything goes smoothly until... </p>
								<p><strong>Now proceed to Question 9.</strong></p>
								<hr>
								<h4>Question 9: </h4>
								<p>...the person who warned you about the competitive nature of the research environment drops by to ask for a small favour:</p>
								<ul>
									<li><em>"It's good to see you are settling in and starting to work on your research. I know this is a busy time, but I was just wondering if you could do me a small favour. I told the editor of the leading journal in your field that I would review this article, but don't have the time to meet the deadline. Could you look at it and let me know what you think? This will be good experience for you if you haven't reviewed for this journal before."</em></li>
								</ul>
								<p><strong>How would you respond to this request?</strong></p>
								<ul>
									<li><strong>Answer 1: </strong>Thank your colleague for asking and eagerly take on the review <strong>[Proceed to Question 10]</strong></li>
									<li><strong>Answer 2: </strong>Thank your colleague for asking but decline to do the review <strong>[Proceed to Question 11]</strong></li>
									<li><strong>Answer 3: </strong>Ask your colleague if the editor has given permission for you to do the review <strong>[Proceed to Question 12]</strong></li>
								</ul>
								<hr>
								<h4>Question 10:</h4>
								<p>Before you do the review, you should make sure the editor has given permission to have someone else do the review. Moreover, if you are going to contribute significantly to the review, you should get some credit.  </p>
								<p><strong>Knowing that you should ask for more information before proceeding, what do you do?</strong></p>
								<ul>
									<li><strong>Answer 1: </strong>Thank your colleague for asking but decline to do the review <strong>[Proceed to Question 11]</strong></li>
									<li><strong>Answer 2: </strong>Ask your colleague if the editor has given their permission for you to do the review <strong>[Proceed to Question 12]</strong></li>
								</ul>
								<hr>
								<h4>Question 11:</h4>
								<p>Before declining the review, you should weigh up the costs and benefits of doing it:</p>
								<ul>
									<li>The costs include the time you would need to invest in someone else's project (particularly if you don't get any formal credit for the review), and the possibility of getting on the wrong side of the senior colleague who asked you to do the review</li>
									<li>The benefits could include the experience and a possible recommendation at a later date if you do a good job.</li>
								</ul>
								<p>You are very busy with your own project, but are eager to kick-start your research career.
								<p><strong>With these thoughts in mind, what do you do next?</strong></p>
								<ul>
									<li><strong>Answer 1: </strong>Ask your colleague if the editor has given their permission for you to do the review <strong>[Proceed to Question 12]</strong></li>
									<li><strong>Answer 2: </strong>Stick with the decision to decline the review and get on with your work <strong>[Proceed to Question 14]</strong></li>
								</ul>
								<hr>
								<h4>Question 12:</h4>
								<p>When you ask about permission, your colleague smiles and responds with the following:</p>
								<ul>
									<li><em>"You are right, normally you should ask the editor, but I have worked with this editor for a long time. We have a working understanding that mentoring new researchers in this way strengthens our field. When I know someone can do a good review, I pass along their name for future reviews. This is how we make sure we get the best reviews for publications and grant proposals. You will come to understand how the system works over time."</em></li>
								</ul>
								<p><strong>Knowing more about the situation, what would you do?</strong></p>
								<ul>
									<li><strong>Answer 1: </strong>Agree to do the review and get the experience <strong>[Proceed to Question 13]</strong></li>
									<li><strong>Answer 2: </strong>Reluctantly decline the offer, explaining your situation and offering to help another time when it fits better with your schedule <strong>[Proceed to Question 14]</strong></li>
								</ul>
								<hr>
								<h4>Question 13: </h4>
								<p>If you do not know whether the editor has given approval for someone else to work on the review, you could be violating confidentiality agreements. To avoid compromising best practice, you should look for other ways to resolve your dilemma. You could have suggested that, as a learning experience and to save your colleague time, you contact the editor directly before starting the review. Additionally, you could get advice from others. </p>
								<p>Assuming you have successfully worked your way through this situation, you turn once again to your project until...  </p>
								<p><strong>Now proceed to Question 15.</strong></p>
								<hr>
								<h4>Question 14: </h4>
								<p>Turning down an offer such as this does risk an awkward situation with the person who asked you to review the article. In some departments and fields (particularly the arts and humanities), researchers tend to work on their own; however, in others (such as the biomedical and physical sciences or engineering) collaboration and cooperation are expected. Rather than turning down the offer, you could look for other ways to resolve your dilemma. You could have suggested that, as a learning experience and to save your colleague time, you contact the editor directly before starting the review. You could also get advice from others. </p>
								<p>Assuming you have successfully worked your way through this situation, you turn once again to your project until...  </p>
								<p><strong>Now proceed to Question 15.</strong></p>
								<hr>
								<h4>Question 15: </h4>
								<p>...several months later when your project is nearing completion, you notice that a colleague from another university with whom you shared your initial findings is scheduled to give a presentation at an upcoming meeting that appears to report the work you have been doing. When you shared the initial findings, you thought it was understood that the work would not be published or shared without your permission.
								<p><strong>What should you do?</strong></p>
								<ul>
									<li><strong>Answer 1: </strong>Contact the person giving the paper and ask for an explanation <strong>[Proceed to Question 16]</strong></li>
									<li><strong>Answer 2: </strong>Contact the head of department of the person giving the paper and ask for help resolving the situation <strong>[Proceed to Question 16]</strong></li>
									<li><strong>Answer 3: </strong>Report the person giving the paper to the appropriate research integrity office/officer at their institution <strong>[Proceed to Question 16]</strong></li>
								</ul>
								<hr>
								<h4>Question 16: </h4>
								<p>The choices you must make in these situations are not easy. For this final dilemma, you can consider the following courses of action:</p>
								<ul>
									<li><strong>Contact the person. </strong>When a collaborator or colleague seemingly shares your work without your permission, you should be able to talk directly with that person about the situation as long as you have a good working relationship</li>
									<li><strong>Contact the head of department. </strong>Seeking independent advice in difficult situations is also a good idea, especially if you have concerns about broken agreements</li>
									<li><strong>Report to the appropriate research integrity office/officer. </strong>There are times when broken agreements are serious enough to warrant reporting immediately to an institutional official.</li>
								</ul>
								<p>Making decisions on the best course of action will be easier if you are working in a supportive environment. This is why it is important to maintain a positive environment where responsibility is a common concern.</p>
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