Wanted

ORIGINATE

RESEARCH



82

wa nte d

Don’t rely on others to give you the

answers; research your own in your given

area of expertise

Learn through original research (as well as that of

others). Initiate research today on what it takes to be

the best in your chosen profession and slowly build

up a picture in your mind of how this differentiates

from second-best (or worst). Then close the gap

personally by aiming to be the best.

You can learn much by investigating other people’s research and

learning from it. However to be wanted by any organisation you

need also to originate your own research.

There is limited value in regurgitating

published reports, data and conclu-

sions to inform powerful professionals

of what they already know. They might

be reassured to learn that you know it

too. However to impress important

people, including a board of selectors,

you need to venture into the unknown

and throw new light on some of the

mysteries that excite their interest. By using your own research

and providing your own take on some of the key issues facing an

organisation you will be able to convince the selectors of your

potential contribution.

Initiating such research is not difficult. You can start by explor-

ing the difference between the best and the second-best in your

Venture into the

unknown and throw

new light on some of

the mysteries that

excite your bosses

chosen field and garner fresh facts and evidence to illustrate the

differentials. The chosen field might for example be motivation.

Your research will indicate why one team is highly motivated

and another less so. Another area might relate to customer serv-

ice trends in the industry. Using your own support evidence you

will provide your own take on what is happening together with

your ideas for further improvement. Other fields might relate to

safety, operational effectiveness or correlations between certain

types of investment and long-term profitability.

You do not have to be a scientist working in a laboratory to

undertake research, nor does your research require a formal pro-

gramme of investigation and analysis. It is perhaps better to see

it as an informal exercise in completing a jigsaw puzzle in which

you search for missing pieces.

Research is motivational because it brings answers others do not

have. We live in a world where so little is known and irrationality

continues to override rationality. This is illus-

trated in the 2008 book Flirting w ith Disaster

(why accidents are rarely accidental) by Marc

Gerstein.

1

He cites for example cases of ‘irra-

tionality in financial decision-making’ that

led to disaster. The opportunity for organisa-

tional (and personal) improvement can often

arise when ‘in-house’ research points to irra-

tional decision making – leading to

inefficient processes, unnecessary bureau-

cracy and disastrous decisions. There is so

much scope for improvement as a result of

research – and the people who are wanted are

those who can initiate and undertake their own independent

programmes for this.

83

Originate Research

qu e st i on

What research

are you

currently

undertaking

to improve

your current

approach at

work (or in

your studies)?

1

Flirting with Disaster, Marc Gerstein, Union Square, 2008

84

wa nte d

PRA C T I CA L TI P S

G

Undertake customer research continually with a view to

making improvements.

G

Undertake research into the organisations you aspire to join.

G

Undertake research into what motivates people in your

organisation/community.