Ten Films That Taught Me About Fear (and Quality)

A Halloween confession from someone who spends their days investigating quality failures

Halloween seems like the perfect time for a personal confession: I’m a horror film devotee. Not the kind who seeks out the latest gore-fest or jump-scare factory, but someone drawn to the films that understand fear as something more complex than shock value. These ten films have shaped not just my appreciation for cinema, but my understanding of how we process uncertainty, confront the unknown, and maintain psychological safety in the face of genuine threat.

It strikes me that there’s something deeply familiar about the best horror films for someone who works in quality systems. Both domains are fundamentally about investigating what goes wrong, understanding the nature of threat, and building frameworks to manage the unmanageable. The films that have stayed with me longest are the ones that treat fear with the same seriousness I try to bring to quality investigations—as a signal worth understanding rather than a problem to be quickly resolved.

The Foundation: Four Classics

The Haunting (1963) remains the gold standard for atmospheric horror. Robert Wise’s adaptation of Shirley Jackson’s novel creates terror through suggestion, architecture, and Julie Harris’s powerhouse performance as Eleanor Lance. What makes this film essential is its understanding that the most effective horror comes from internal uncertainty rather than external threat. Eleanor’s breakdown mirrors the kind of systemic failure I see in quality investigations—a slow erosion of confidence until the very frameworks meant to provide safety become sources of fear.

The Thing (1982) represents John Carpenter at his paranoid peak. This Antarctic nightmare about shape-shifting aliens attacking a research station operates as both visceral horror and meditation on trust, isolation, and the breakdown of social systems. The film’s exploration of how groups respond to existential threat—the descent into suspicion, the collapse of collaborative decision-making, the way fear transforms competent professionals into reactive survivors—feels remarkably relevant to anyone who’s witnessed organizational crisis.

The Wicker Man (1973) stands as perhaps the greatest film about belief systems in collision. Edward Woodward’s devout Christian policeman investigating a missing child on a pagan Scottish island creates a masterclass in cultural investigation that ends in one of cinema’s most shocking conclusions. The film’s exploration of how our fundamental assumptions about right and wrong can become liabilities in unfamiliar contexts resonates with anyone who’s tried to implement quality systems across different organizational cultures.

The Exorcist (1973) anchors supernatural horror in mundane medical and institutional reality. William Friedkin’s methodical approach treats possession as a quality problem—ruling out rational explanations, bringing in specialists, following established procedures until those procedures fail. The film’s power comes from its recognition that some problems exceed our frameworks for understanding them, but that professional competence and human connection remain our best tools for confronting the incomprehensible.

The Art House Visionaries

Possession (1981) might be Andrzej Żuławski’s masterpiece of marital breakdown as cosmic horror. Isabelle Adjani and Sam Neill deliver performances of such raw intensity that the film becomes genuinely disturbing on multiple levels—domestic, psychological, and existential. Like the best quality investigations, the film refuses simple explanations, building layers of interpretation that deepen rather than resolve the central mystery. Its exploration of how personal and professional relationships disintegrate under stress feels uncomfortably relevant to anyone who’s worked through organizational crisis.

Don’t Look Now (1973) uses Nicolas Roeg’s innovative editing and Venice’s maze-like geography to create a ghost story that’s really about grief, memory, and the dangerous comfort of pattern recognition. Donald Sutherland and Julie Christie’s grieving couple chasing mysterious signs in the aftermath of their daughter’s drowning creates the same kind of interpretive challenge I encounter in complex quality investigations—when do meaningful patterns become dangerous obsessions? The film’s shocking ending suggests that our need to find meaning in tragedy can become its own form of blindness.

The Psychological Deep Cuts

Session 9 (2001) transforms an abandoned mental hospital into a meditation on workplace stress, environmental contamination, and the thin line between professional competence and psychological breakdown. Brad Anderson’s low-budget masterpiece follows asbestos removal workers slowly succumbing to the building’s malevolent influence, creating genuine atmospheric dread without relying on supernatural explanations. The film’s exploration of how work environments shape psychological states resonates with anyone who’s spent time investigating workplace safety and culture.

Cure (1997) stands as Kiyoshi Kurosawa’s masterpiece of J-horror psychological investigation. Detective Takabe’s pursuit of a serial killer who somehow compels ordinary people to commit murders creates a procedural that becomes increasingly surreal and disturbing. The film’s exploration of social disconnection, memory, and the infectious nature of certain ideas operates as both police procedural and existential horror. Its methodical approach to inexplicable events mirrors the investigative mindset required for complex quality problems.

Kill List (2011) begins as a gritty crime drama about two ex-military contractors taking a mysterious job, then transforms into something far more disturbing. Ben Wheatley’s exploration of violence, trauma, and masculine identity builds to one of the most shocking endings in recent horror. The film’s refusal to explain its supernatural elements creates the same interpretive challenge I encounter in quality investigations where the data suggests conclusions that exceed our frameworks for understanding.

The Contemporary Master

When Evil Lurks (2023) represents Demián Rugna’s breakthrough achievement in possession horror. This Argentinian film about two brothers trying to stop a demonic outbreak creates genuine dread through its systematic approach to supernatural contagion. The film’s exploration of how well-intentioned interventions can accelerate rather than resolve crisis resonates with anyone who’s witnessed quality initiatives that inadvertently destabilize the systems they’re meant to improve.

Candyman (1992) transcends typical slasher conventions through Bernard Rose’s exploration of urban legends, racial commentary, and the power of belief itself. Virginia Madsen’s academic investigation into the Candyman legend in Chicago’s Cabrini-Green projects becomes a meditation on how stories shape reality, how research changes researchers, and how some truths carry dangerous consequences. Tony Todd’s iconic performance and Philip Glass’s haunting score elevate what could have been exploitation into genuine social horror.

What Horror Teaches Quality

Reflecting on these films, I’m struck by how many of their themes echo the work I do in quality. The best horror films understand that fear isn’t about shock value—it’s about the breakdown of systems we depend on for safety and meaning. They explore how competent professionals respond when their frameworks fail, how groups make decisions under extreme stress, and how the investigation process itself can become a source of contamination.

Perhaps most importantly, these films understand that the most effective horror comes from taking time—building atmosphere, developing character, allowing dread to accumulate through patient observation rather than manufactured surprise. It’s the same patience required for effective quality work, the same recognition that sustainable solutions emerge from understanding systems rather than treating symptoms.

This Halloween, as I revisit these films, I’m reminded that horror at its best is really about resilience—how we maintain professional competence and human connection when everything familiar becomes unreliable. That’s a lesson worth carrying beyond October, into every quality investigation, every organizational crisis, every moment when the frameworks we depend on prove insufficient to the challenges we face.

The best horror films, like the best quality work, don’t provide easy answers. They create space for sitting with uncertainty, for maintaining curiosity in the face of fear, for remembering that our professional competence is most valuable precisely when our personal comfort is most threatened.

Perhaps that’s what I love most about these films: they treat fear as information rather than obstacle, as signal rather than noise. In a world that increasingly demands quick fixes and simple explanations, they offer something more valuable—the discipline of patient observation, the courage of sustained inquiry, and the recognition that some mysteries are worth living with rather than solving away.

What horror films have shaped your understanding of fear, uncertainty, or resilience? I’d love to hear about the films that have taught you something beyond scares, the ones that have changed how you think, as I am always looking for horror movie recommendations.

Recent Podcast Appearance: Risk Revolution

I’m excited to share that I recently had the opportunity to appear on the Risk Revolution podcast, joining host Valerie Mulholland for what turned out to be a provocative and deeply engaging conversation about the future of pharmaceutical quality management.

The episode, titled “Quality Theatre to Quality Science – Jeremiah Genest’s Playbook,” aired on September 28, 2025, and dives into one of my core arguments: that quality systems should be designed to fail predictably so we can learn purposefully. This isn’t about celebrating failure—it’s about building systems intelligent enough to fail in ways that generate learning rather than hiding in the shadows until catastrophic breakdown occurs.

Why This Conversation Matters

Valerie and I spent over an hour exploring what I call “intelligent failure”—a concept that challenges the feel-good metrics that dominate our industry dashboards. You know the ones I’m talking about: those green lights celebrating zero deviations that make everyone feel accomplished while potentially masking the unknowns lurking beneath the surface. As I argued in the episode, these metrics can hide systemic problems rather than prove actual control.

This discussion connects directly to themes I’ve been developing here on Investigations of a Dog, particularly my thoughts on the effectiveness paradox and the dangerous comfort of “nothing bad happened” thinking. The podcast gave me a chance to explore how zemblanity—the patterned recurrence of unfortunate events that we should have anticipated—manifests in quality systems that prioritize the appearance of control over genuine understanding.

The Perfect Platform for These Ideas

Risk Revolution proved to be the ideal venue for this conversation. Valerie brings over 25 years of hands-on experience across biopharmaceutical, pharmaceutical, medical device, and blood transfusion industries, but what sets her apart is her unique combination of practical expertise and cutting-edge research.

The podcast’s monthly format allows for the kind of deep, nuanced discussions that advance risk management maturity rather than recycling conference presentations. When I wrote about Valerie’s writing on the GI Joe Bias, I noted how her emphasis on systematic interventions rather than individual awareness represents exactly the kind of sophisticated thinking our industry needs. This podcast appearance let us explore these concepts in real-time conversation.

What made the discussion particularly engaging was Valerie’s ability to challenge my thinking while building on it. Her research-backed insights into cognitive bias management created a perfect complement to my practical experience with system failures and investigation patterns. We explored how quality professionals—precisely because of our expertise—become vulnerable to specific blind spots that systematic design can address.

Looking Forward

This Risk Revolution appearance represents more than just a podcast interview—it’s part of a broader conversation about advancing pharmaceutical quality management beyond surface-level compliance toward genuine excellence. The episode includes references to my blog work, the Deming philosophy, and upcoming industry conferences where these ideas will continue to evolve.

If you’re interested in how quality systems can be designed for intelligent learning rather than elegant hiding, this conversation offers both provocative challenges and practical frameworks. Fair warning: you might never look at a green dashboard the same way again.

The episode is available now, and I’d love to hear your thoughts on how we might move from quality theatre toward quality science in your own organization.

Allston Landing’s Uncertain Future

I’m greatly saddened to hear about the six sites Resilience is shutting down. This impacts a lot of good people, at a time when our industry has had a lot of announced layoffs. My heart goes out to everyone impacted. And please know whatever little help I can do, I will.

For me, there is also a lot of sadness for the site, which was a very definitive part of my career. It truly feels like the end of an era.

Current Status of the Allston Site

National Resilience’s Allston facility at 500 Soldiers Field Road is among the six manufacturing sites being closed as part of the company’s restructuring efforts. The site, which operates in a former Genzyme manufacturing plant built in 1991, is being wound down through legal proceedings initiated by a leaseholder affiliate.

The closure is part of National Resilience’s broader strategy to address overcapacity issues, as CEO William Marth acknowledged that “our capacity expansion has outpaced industry demand”. The company secured $250 million in bridge financing to support this consolidation and is pursuing additional debt financing for future operations. To be frank, some folks bet very poorly.

Harvard’s Property Ownership and Lease Arrangements

The Allston site sits on Harvard-owned land, and the property arrangement involves a complex ownership structure:

  • Land Ownership: Harvard University owns the underlying land at 500 Soldiers Field Road
  • Facility Operations: National Resilience took over the lease for the building from Sanofi in 2021, inheriting operations of the former Genzyme plant
  • Historical Context: Genzyme originally built the facility in 1991 on Harvard land through a long-term lease arrangement

When Sanofi (which had acquired Genzyme) decided to consolidate operations at its Framingham campus, it transferred the lease to National Resilience rather than selling the property outright. This transfer required termination of the site’s special tax-break status through the Boston Planning & Development Agency.

What Happens After National Resilience’s Departure

While I have no definitive answer, I’m fearing the following will drive the site closure and ceasing to be a manufacturing site:

  • Lease Structure: Since Harvard owns the land and National Resilience operates under a lease arrangement, the property would typically revert to Harvard’s direct control once the lease is terminated or expires.
  • Strategic Location: The site is strategically positioned within Harvard’s broader Allston development plans, sitting adjacent to the university’s Enterprise Research Campus project. Harvard’s construction updates consistently reference the facility as a landmark bordering their major mixed-use development.
  • Harvard’s Allston Holdings: The university owns approximately 360 acres in Allston and has been actively developing the area as part of its long-term expansion strategy. The 500 Soldiers Field Road site represents a significant piece of this puzzle.

Integration with Harvard’s Development Plans

Harvard’s ongoing Enterprise Research Campus development directly borders the National Resilience facility, with construction updates regularly using it as a reference point for the project boundaries. The campus will include:

  • Two laboratory buildings for research and development
  • A 343-unit residential building with affordable housing components
  • A hotel and conference center
  • Public green space and programming areas

The proximity and Harvard’s ownership structure suggest the Allston site could potentially be integrated into future phases of the university’s development plans, though no specific announcements have been made regarding immediate reuse plans.

I don’t think it will surprise anyone that Harvard had reached out to Sanofi many times to discuss taking back the site over the years.

It is odd enough now to drive by and know the site is a shadow of its former self. Knowing that later this year it will be fully closed down is heart breaking.

The Expertise Crisis at the FDA

The ongoing destruction of the U.S. Food and Drug Administration (FDA) through politically driven firings mirrors one of the most catastrophic regulatory failures in modern American history: the 1981 mass termination of air traffic controllers under President Reagan. Like the Federal Aviation Administration (FAA) crisis—which left aviation safety systems crippled for nearly a decade—the FDA’s current Reduction in Force (RIF) has purged irreplaceable expertise, with devastating consequences for public health and institutional memory.

Targeted Firings of FDA Leadership (2025)

The FDA’s decimation began in January 2025 under HHS Secretary Robert F. Kennedy Jr., with these key terminations:

  • Dr. Peter Marks (CBER Director): Fired March 28 after refusing to dilute vaccine safety standards, stripping the agency of its foremost expert on biologics and pandemic response.
  • Peter Stein (CDER Office of New Drugs): Terminated April 1 following his rejection of a demotion to a non-scientific role, eliminating critical oversight for rare disease therapies.
  • Brian King (Center for Tobacco Products): Dismissed April 3 amid efforts to weaken vaping regulations, abandoning enforcement against youth-targeting tobacco firms.
  • Vid Desai (Chief Information Officer): Axed April 5, sabotaging IT modernization crucial for drug reviews and food recall systems.

Expertise Loss: A Regulatory Time Bomb

The FDA’s crisis parallels the FAA’s 1981 collapse, when Reagan fired 11,345 unionized air traffic controllers. The FAA required five years to restore baseline staffing and 15 years to rebuild institutional knowledge—a delay that contributed to near-misses and fatal crashes like the 1986 Cerritos mid-air collision. Similarly, the FDA now faces:

  1. Brain Drain Accelerating Regulatory Failure
  • Vaccine review teams lost 40% of senior staff, risking delayed responses to avian flu outbreaks.
  • Medical device approvals stalled after 50% of AI/ML experts were purged from CDRH.
  • Food safety labs closed nationwide, mirroring the FAA’s loss of veteran controllers who managed complex airspace.
  1. Training Collapse
    Reagan’s FAA scrambled to hire replacements with just 3 months’ training versus the former 3-year apprenticeship. At the FDA, new hires now receive 6 weeks of onboarding compared to the previous 18-month mentorship under experts —a recipe for oversight failures.
  2. Erosion of Public Trust
    The FAA’s credibility took a decade to recover post-1981. The FDA’s transparency crisis—with FOIA response times stretching to 18 months and advisory committees disbanded—risks similar long-term distrust in drug safety and food inspections.

Repeating History’s Mistakes

The Reagan-era FAA firings cost $1.3 billion in today’s dollars and required emergency military staffing. The FDA’s RIF—projected to delay drug approvals by 2-3 years—could inflict far greater harm:

  • Pharmaceutical Impact: 900+ drug applications now languish without senior reviewers, akin to the FAA’s 30% spike in air traffic errors post-1981.
  • Food Safety: Shuttered labs mirror the FAA’s closed control towers, with state inspectors reporting a 45% drop in FDA support for outbreak investigations.
  • Replacement Challenges: Like the FAA’s struggle to attract talent after 1981, the FDA’s politicized environment deters top scientists. Only 12% of open roles have qualified applicants, per April 2025 HHS data.

A Preventable Disaster Motivated by Bad Politics

The FDA’s expertise purge replicates the FAA’s darkest chapter—but with higher stakes. While the FAA’s recovery took 15 years, the FDA’s specialized work in gene therapies, pandemic preparedness, and AI-driven devices cannot withstand such a timeline without catastrophic public health consequences. Commissioner Marty Makary now presides over a skeleton crew ill-equipped to prevent the next opioid crisis, foodborne outbreak, or unsafe medical device. Without immediate congressional intervention to reverse these firings, Americans face a future where regulatory failures become routine, and trust in public health institutions joins aviation safety circa 1981 in the annals of preventable disasters.