Chris Harvey’s Post

🧠 How Much Research is Enough for Systems Change? In a world of systems thinking and transition, striking the right balance in research is crucial for effective change. I came across this awesome graph from Tom Kerwin that beautifully illustrates the concept of "just enough" research. 📊 Key Takeaways from the Graph: Too Little Research: We often find ourselves trapped by a false sense of certainty, leading to slow progress and debates that are disconnected from reality. Just Enough Research: The sweet spot where we have sufficient information to make informed decisions without getting bogged down. Too Much Research: An overload of information can mire us in analysis paralysis, causing delays as we continuously seek more data and perspectives. 🔍 Finding the Balance: When we do too little research, we risk being unprepared and making decisions based on assumptions. With too much research, we fall into the trap of overthinking and endless scrutiny. The key is to find that sweet spot where our research is thorough yet concise, enabling swift and informed decisions. 💡 Reflection: This graph serves as a reminder that both extremes can be detrimental. In systems thinking and design, it's helpful to develop a research strategy that aligns with goals and timelines whilst remaining responsive to the changing situation. I’m keen to hear your thoughts! 🌐 What signals suggest that you have sufficient data to make a decision? 🌐 How can you determine when additional research is no longer significantly improving insights? 🌐 Is there a relationship between the complexity of the system and the research requirements? The original graph can be found here: https://lnkd.in/e2f6BB3Z #systemicdesign #research #systemchange

https://lnkd.in/eQErngPe Deep Dive podcast: How to deal with the four most pervasive methodological challenges in international business and other fields: 1️⃣ Leverage Existing Measures: Use established measures reliably used in previous research. This ensures psychometric soundness and builds on a solid foundation without requiring new data collection efforts. 2️⃣ Embrace Idiosyncratic Samples: Instead of viewing unique samples or contexts as limitations, leverage them as opportunities for deeper theorizing and understanding the boundaries of your research findings. 3️⃣ Utilize Big Data: Harness the power of Big Data to complement your existing datasets. Analyzing previously untapped sources like news articles, financial filings, and reports can provide richer insights and address gaps in your research design. 4️⃣ Implement Quasi-Experimental Designs: Adopt quasi-experimental designs to improve causal inference when random assignment isn't feasible. This approach enhances the robustness of your findings without the complexity of controlled experiments. 5️⃣ Adopt Necessary-Conditions Analysis: Apply necessary-conditions analysis (NCA) to identify critical factors required for achieving specific outcomes. This analytical technique helps uncover essential variables that traditional methods might overlook.   Get article: Aguinis, H., Ramani, R. S., & Cascio, W. F. 2020. Methodological practices in international business research: An after-action review of challenges and solutions. Journal of International Business Studies, 51(9), 1593-1608. https://lnkd.in/gEscyyfZ Academy of International Business (AIB) Academy of International Business UK & Ireland Chapter Academy of International Business US-West Academy of International Business Canada Chapter Academy of International Business (AIB) Latin America & the Caribbean Chapter @ENT_AOM HR Division - Academy of Management AOM Organizational Behavior Division Administrative Sciences Association of Canada ACEDE (Spanish Academy of Management) Eastern Academy of Management EUROPEAN ACADEMY OF MANAGEMENT EGOS (European Group for Organizational Studies) GW Business Alumni GW Latino Alumni Network Iberoamerican Academy of Management Management Faculty of Color Association (MFCA) MIDWEST ACADEMY OF MANAGEMENT INC Società Italiana di Management The George Washington University The George Washington University School of Business Ellen Granberg Christopher Bracey The PhD Project Western Academy of Management (Official Site) Yönetim Akademisi Derneği - Turkish Academy of Management

Based on the latest scientific research, Columinity is a pioneering tool to help teams improve where it matters most. It’s your evidence-based companion for continuous improvement. It highlights performance patterns on multiple levels and illuminates how to move forward. This article describes an alternative for step #4 and uses the Liberating Structure “What, So What, Now What?” to inspect the results and identify improvements. “What, So What, Now What?” helps us reconsider what is happening. It structures our thinking by breaking our experience into three steps: 🤔 “What do we notice?” 🤔 “So, what does this mean?” 🤔 “Now, where do we go from here?” It takes inspiration from the Ladder of Inference by Chris Argyris, an expert on learning in organizations. By doing this with other team members (and ideally also stakeholders and supporters), you are encouraged to discover the gaps in your understanding by learning from various perspectives. Being a relatively simple structure, you can quickly adapt it to suit the situation’s needs. And the more you do it, the more natural this structured approach to sense-making becomes. Consider using a Liberating Structure for each round, like “1–2–4-ALL”. Exploring the various parts of “What, So What, Now What” is simple and sufficient. It can lead to interesting conversations, insights, and tangible next steps. Learn more here: https://bit.ly/49ynTWB

Today's post continues with the presentation of the next chapter from the book "Digital Disruption and Transformation - Case Studies, Approaches, and Tools". 😊   The titel of the chapter is: Data-Driven Foresight in Life Cycle Management: An Interview Study   💡Authors: Marie Scheuffele, Dr. Niklas Bayrle and Prof. Dr. Leo Brecht   📖Content: Discontinuities in the market create space for disruptive business opportunities. A promising approach for companies to proactively identify future competitive advantages is Data-Driven Foresight (DDF). By using different data sources from various perspectives, DDF can derive solid statements about trend-driven developments in the future. As technology life cycles accelerate, industrial firms increasingly want to incorporate foresight activities into their Life Cycle Management to foster digital transformation. This raises the following research question: How do companies obtain their data for DDF in Life Cycle Management, and what alternative data sources are recommended? By conducting a systematic literature review, the state-of-the-art data sources are described and classified along the life cycle. Twenty semi-structured expert interviews with practitioners from different types of companies show valid premises for data selection and for the practical implementation of DDF. Regarding this, a recognizable difference between technology leaders and followers exists, which opens another gap for future research.   Link to the chapter is in the comments. 👇 📘Publisher of the Book: Prof. Dr. Daniel Schallmo, Abayomi Baiyere, Frank Gertsen, Claus A. Gram Foss Rosenstand and Christopher A. Williams   Hochschule Neu-Ulm #trendresearch #datadrivenforesight #datasources #literaturereview

You’ve probably heard it before—someone asking, “Where’s the research?” or “What’s the scientific proof?” And sure, research can be valuable. But after 32 years in this industry, I’ve noticed something worth sharing. A lot of these studies are done by companies or individuals who are, let’s be honest, hired to deliver the "right" results. And if you dig into who’s behind the research, their credibility might not be as solid as you'd expect. But here’s the thing: the best insights don’t come from a lab or a study. They come from your customers. The real measure of success isn’t found in a peer-reviewed journal—it’s in the honest feedback, stories, and experiences shared by the people who actually use your products or services. A truly great company doesn’t just chase data; it listens to its customers. Because at the end of the day, it’s not about what the research says. It’s about what your customers are saying. That’s where the real truth lies. Dave Parise CEO FMFC LLC INERTIA WAVE ®️

Harvard Business Review 🎓 has just republished a study with a 💣 sensational key finding: The D&I tools that are most frequently 🙌 implemented have the most adverse ↘ effects on the aspired increased #diversity in management (this was the only goal that was examined, data from 800+ companies 8M employees 40+ yrs). 😲 Should DEI experts be shocked or can they simply dismiss the results as 'just another study' that is not in line with their own evaluations and experience? Both is inappropriate as our analysis shows. 🔎 However, already since the 'Google Memo Case' and many more backlash since, we had asked the question > which framing is generates both buy-in 📝 and traction and > which mix of activities creates both progress and business benefits 💰 💡 With our ENGINEERING D&I approach, we have been able to identify blocking elements or missing connections in many #DEI strategy reviews. Some main insights are referenced in the article that discusses the latest study: https://lnkd.in/dc5TMQpb 🔀 I invite some of my European Diversity Charter contacts and most experienced global network experts to comment on the finding (or question) that common DEI tools might not deliver as wished. 💬 Emmanuelle Verhagen Carla Calado Gabriela Guerrero Ordenana Luca Maria Recalcati Barbara Zupančič Mirjana Matešić Sonia Rio 💬 Åsa Nilsson Billme Petra de Bruxelles (She, her, hers) Farrah Qureshi Dr. Niru Kumar Barbara De Micheli Ph. D SIMMA Lieberman Marie-Therese Claes George Simons Maya Hagege

Research has found that companies that apply the principles of behavioural science outperform peers by 85% in sales growth… …however, knowing WHEN behavioural science is most effectively deployed is not always easy. One of our most recent articles summarises three prime opportunities for your organisation to use behavioural science: https://lnkd.in/eX7eD8Uz These relate to challenges with customer behaviour which are either: 1. BUSINESS CRITICAL 2. COMPLEX OR LONGSTANDING 3. EXPENSIVE TO RESEARCH

🌟 Challenging Assumptions: The Key to High-Quality Research 🌟 In the fast-paced world of innovation, it's easy to rely on assumptions to save time and mental energy. Our brains are wired to create shortcuts, and while these shortcuts can be useful, they can also lead to significant oversights and biases. At VOLK Strategy, we believe that the best research starts by challenging our own assumptions. Here’s why: 🔍 Avoiding Bias: Assumptions can lead us to overvalue certain data points while overlooking others. This can skew our understanding and lead to flawed conclusions. By questioning our assumptions, we ensure that we consider all relevant information objectively. 🤔 Embracing Complexity: The real world is complex and multifaceted. Simplifying it through assumptions might make our jobs easier, but it can also strip away the nuances that lead to deeper insights. Challenging assumptions allows us to embrace this complexity and uncover more meaningful, actionable insights. 🧠 Fostering Innovation: When we let go of preconceived notions, we open the door to new ideas and innovative solutions. By approaching research with an open mind, we can discover fresh perspectives that drive progress and transformation. 💡 Enhancing Accuracy: Accurate research requires us to see things as they are, not as we assume them to be. By continuously questioning our assumptions, we improve the accuracy and reliability of our findings, providing our clients with the best possible insights. So next time you embark on a research project, take a moment to challenge your assumptions. Ask yourself: What am I assuming to be true? How could these assumptions be limiting my understanding? What other perspectives should I consider? Let’s commit to pushing beyond our assumptions and embracing the full complexity of the human experience. After all, the best insights often come from the questions we didn’t initially think to ask. #MarketResearch #BehavioralInsights #ChallengingAssumptions #Innovation #VOLKStrategy

Making sense of a mountain of information and overcoming analysis paralysis is a dark art. Often overlooked, but growing in appreciation. Why?   We have so much market research and consumer insights, we don’t know how to make it useful and actionable. Sifting through recent archives and insight studies can often surface more clues than you’d think. Piecing together the puzzle can highlight gaps and where further knowledge might be needed. Rather than a repeat an identical piece of work. More often than not, it creates the building blocks for new thinking when framed clearly. A confident sense of direction, not to mention a beneficial application of what has already been investigated. #clues #insights #strategy

🔍 Critical Reflection on Research: Key to Growth and Insight Critical reflection is essential in research—it helps us understand not just what we did, but why and how. Here’s how to approach it: 1️⃣ Assess Your Methods: What worked well? What could be improved? 2️⃣ Analyze Findings: How do the results align with your expectations or existing knowledge? 3️⃣ Identify Bias: Were there any assumptions or limitations that influenced your work? 4️⃣ Consider Impact: What does your research contribute to the field or practice? Reflection transforms research into a learning experience, driving continuous improvement. Ready to take your research to the next level? Let’s discuss! 💡 #CriticalReflection #ResearchTips #AcademicGrowth