Effects of release-time on R&D outputs and scientists' gratification

A release-time policy which permitted scientists to periodically work on their own ideas was implemented on an experimental basis at a market oriented R&D laboratory. Only a small percentage of the laboratory personnel took advantage of the new policy. These few participants quickly became disillusioned, and their attitudes spread among the remaining nonparticipants. Reasons for the apparent failure of release-time in this situation are cited, and several general pitfalls to be avoided in administering release-time are enumerated. The compelling conclusion is advanced that the seemingly innocuous idea of letting scientists work on their own ideas is an extremely complex and difficult concept to successfully implement.