research rip-off: methods in disruption
TRANSCRIPT
STOP THE RESEARCH RIP-‐OFF: Methods in Disrup<on
Originally Presented by Caroline Wilson at the MRIA Na<onal Conference Montreal
June 3rd 2016
Revised for Readability
2 Source: xkcd
Vireo’s belief is that data and research projects can and should be transforma<ve. They can and do solve some of the biggest challenges we face as organiza<ons, as
people, as a society. We’re the best people to do this BIG work, but we’ll need to keep our seat at the table to
do it.
Our industry is being challenged by “other” consultants from “other” industries taking our methods and reducing our role. Our voice is
missing and being redefined in our absence.
The MR industry needs to broaden its
perspec4ve.
WE’RE SEEING THE THE FRAYED EDGES OF METHODS IN DISRUPTION: “Other” Consultants are using our methods in hybrid approaches
COMPLEXITY: MR overcomplicates with orgs that don’t have
an in-‐depth knowledge of the research industry, or established pipelines for our work
to filter into.
NO IMPLICIT TRUST: When clients don’t know the MR industry,
there’s no established trust we can rely on, and our industry language doesn’t translate.
LACK OF ACCESS: MR suppliers commonly keep barriers up
between respondents and clients and across project phases.
SIMPLICITY: “Other” consultants make research simple, a step in something bigger that needs to be
accomplished, and integrates into ac<on and strategy.
TRANSPARENCY: “Other” consultants build trust through transparency and common language.
DIRECT PARTICIPATION: “Other” consultants offer a more direct connec<on across a project’s phases.
ADVISORY BOARDS COMMUNITIES DISCUSSION
GROUPS PEER-‐TO-‐PEER INTERVIEWS
Commonly disrupted methods:
THESE “OTHER” CONSULTANTS ARE OFTEN DOING A BETTER JOB THAN US IN IMPORTANT AREAS. THIS CREATES A DISRUPTABLE LANDSCAPE.
4
SO WHAT’S THE PATH FORWARD?
Source: Daan Roosegaardes
We can beat those “other” consultants, if we collaborate effec<vely and hybridize in our own ways. We can take the methods back and reframe our
role and the transforma<ve power of our work.
There are four core feelings our work should embody in order to do this and specific techniques to address each.
IMMERSIVE: The client should feel surrounded by the world we’re bringing to life for them, and be a part of it
Source: Vaclav Krpelik
The experience of gedng the data, the informa<on and the solu<on should be immersive.
Obviously there’s a lot of new technologies that are helpful, but those tools are only as good as their applica<on.
Examples/Techniques: • A tea party for a tea start-‐up that included clients and
customers prototyping packaging together • Coders working with users in real-‐<me to explore
sofware • A bus being driven around a town with people wri<ng
directly on it, describing what they want to see in their communi<es
IMAGINATIVE: We need to be sparking people’s imagina4on; the clients’ and the par4cipants’
Source: Melissa Petrie
We know innova<on happens at the cross points, between disciplines, between departments, so the more cross
points you can create, while s<ll staying focused, the more likely you are to see that spark of imagina<on.
Examples/Techniques: • Innova<on Exercises/Workshops like 25:10, “Kill the
Stupid Rule” • Posters placed on empty store fronts asking people to
complete the sentence “I wish this was a…”
INTIMATE: In4macy comes from knowing things that others don’t
Source: Damon Dahlen/Huffington Post
We need to create situa<ons where people feel like they’re hearing voices and stories other people haven’t heard; others in their industry, others in their organiza<ons.
Examples/Techniques: • Ensuring proper review of previous research to build
on gaps • Storytelling techniques • Video reports • Galleries of voices and images, or any crea<ve work
par<cipants have created
There’s power behind knowing something others don’t and an accountability to take care of that informa<on and
ac<on it.
INTERCONNECTED: Whatever we’re comple4ng or producing, it needs to connect in a simple way to the original purpose and past knowledge
Source: Simon Doggek
There needs to clear, clean <es to the next steps and follow on work. There shouldn’t be significant re-‐working to move
forward.
Examples/Techniques: • Workshops before and afer the research • Worksheet templates within the report • Providing and integra<ng raw data files
If we’re not helping people act, and providing long term value then we aren’t doing our job.
