By MIKKEL KRENCHEL, ReD Associates
Three strategies for designing research that captures the social forces shaping people's behavior.
Remember the days when a main challenge of the EPIC community was convincing executives that humans weren’t just rational actors all the time? Back when arguing for the value of ethnographic research, thick data, and so forth, started with getting executives to realize that there was more to people than what could be observed through a spreadsheet?
Fortunately, those days are long gone. Today, most successful leaders of large corporations readily embrace the idea that humans are complex, emotional creatures and that the success of their business in large part rests on making the right bets on how they will behave. In response, research departments across the corporate world have grown exponentially in both size and sophistication, and ‘ethnographic research’ as a term has almost gone mainstream.
It would be easy to conclude that it’s time to declare victory. But if you look a little closer...
MEENA KOTHANDARAMAN & ZARLA LUDIN
twig + fish
It’s not enough to hire a great researcher: organizations need the capacity to develop and learn from strategic, credible research. Participants in this tutorial will learn and practice a tool for cultivating that capacity that can be used with stakeholders, teams, or clients.
A central challenge for organizations is the inchoate nature of addressing “unknowns.” Too often, they misalign questions with objectives, confuse organizational agendas with research questions, lead with method, use inappropriate metrics of success, over-simplify complex human dynamics, and set unrealistic expectations for data. The NCredible Framework meets the challenge by approaching the research process as an organizational strategy. It is a simple but flexible process for aligning stakeholders around well-defined questions, defining research scope, designing credible studies, and learning from findings.
Participants in this tutorial will learn to:
An EPIC Talk with MEENA KOTHANDARAMAN & ZARLA LUDIN, twig+fish
Approx 78 min
Human-centered research practices embedded in business contexts have matured to a problematic inflection point. Called upon as a means of finding answers to human complexities, qualitative research is often measured against misappropriated metrics of success. Time, money, efficiency, and return on investment have been artificially applied to demonstrate value to the rest of the business. Although these metrics are meaningful to a business at large, they can diminish the credibility of a nuanced research engagement. This false tie leads to tendencies behind research practices that no longer service the domain of human-centered research—that even hurt it. Leading with method, over-simplifying complex human dynamics, misaligning questions with objectives, and setting unrealistic expectations of data gathering are just some of these responsive tendencies. Research can no longer be a gratuitous technique, conjured...