Darley and Latané (1968) conducted research on diffusion of responsibility. The findings suggest that in the case of an emergency, when people believe that there are other people around, they are less likely or slower to help a victim because they believe someone else will take responsibility. People may also fail to take responsibility for a situation depending on the context. They may assume that other bystanders are more qualified to help, such as doctors or police officers, and that their intervention would be unneeded. They may also be afraid of being superseded by a superior helper, offering unwanted assistance, or facing the legal consequences of offering inferior and possibly dangerous assistance. For this reason, some legislations, such as "Good Samaritan Laws" limit liability for those attempting to provide medical services and non-medical services in an emergency. Organizational ombuds practitioners' research A 2009 study published by International Ombudsman Association in the Journal of the International Ombudsman Association suggests that—in reality—there are dozens of reasons why people do not act on the spot or come forward in the workplace when they see behavior they consider unacceptable. The most important reasons cited for not acting were: the fear of loss of important relationships in and out of the workplace, and a fear of "bad consequences". There also were many reasons given by people who did act on the spot or come forward to authorities. This practitioners' study suggests that the "bystander effect" can be studied and analyzed in a much broader fashion. The broader view includes not just a) what bystanders do in singular emergencies, b) helping strangers in need, when c) there are (or are not) other people around. The reactions of bystanders can also be analyzed a) when the bystanders perceive any of a wide variety of unacceptable behavior over time, b) they are within an organizational context, and c) with people whom they know. The practitioners' study reported many reasons why some bystanders within organizations do not act or report unacceptable behavior. The study also suggests that bystander behavior is, in fact, often helpful, in terms of acting on the spot to help and reporting unacceptable behavior (and emergencies and people in need.) The ombuds practitioners' study suggests that what bystanders will do in real situations is actually very complex, reflecting views of the context and their managers (and relevant organizational structures if any) and also many personal reasons.