In an early blog post, I spoke about the importance and role of research in making well-informed decisions that influence an organisations innovative and competitive approach toward sustainable business performance and accountability. This is applicable to any organisation and is especially pertinent today in organisations that are accountable to donor funders and key stakeholders for a variety of reasons.
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Are we making progress?
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Are we moving in the right direction?
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Are we getting the results we want to achieve?
If the answer is “no” to any of the questions, we need to find out why? In order to find solutions, the problem worth solving needs to be understood in a holistic manner. Decision makers in an organisation should equip themselves with the processes of effectively conducting research in order to understand the problem from a systems thinking perspective. I have provided you with a possible process that you may find can assist you in thinking about your problem holistically.
Remember Peter Drucker stated, “The most serious mistakes are not being made as a result of wrong answers. The truly dangerous thing is asking the wrong question.” In this context, the fundamental point of research is developing the research question that captures what the problem is.
But how do we get there?
With the research question well-defined, aims and objectives can be articulated to highlight what will be achieved as related to solving the problem. We need some tips on how to approach the problem.
Ray Zinn provides a number of steps that can be followed in order to ask the right questions.
1. Avoid asking rhetorical questions
A rhetorical question is a figure of speech in the form of a question. They are typically asked in order to make a point rather than to elicit an answer. Such questions are not really questions but are designed to force someone into a specific response. This does not assist in getting the right information required to solve the problem.
2. Ask friendly, clarifying questions
A good question assists to understand the problem. Therefore, friendly follow up questions allows further clarity and honest feedback from research respondents.
3. Don’t set traps
Beware of objectivity in asking questions and ensuring that questions aren’t asked in a way that sets up the answer.
4. Ask open-ended questions
Few questions can be correctly answered with yes / no. It is better to ask an open-ended question — one without artificial bounds — and to give the respondent time to answer with the appropriate level of detail and nuance. Open-ended questions also allow the listener greater comfort with the communication, since they are not forced to make incomplete choices.
5. Be grateful
Thank the person for their response. After all, you will likely want their insights again.
6. Avoid stress
Answers provided during tense situations are often poor ones. If the situation is tense but not an emergency, then waiting a short time improves the odds of a quality answer, since the respondent will have time and focus to contemplate.
7. Avoid being too direct
Even if you are trying to get a specific answer, being too direct and too specific can lead to rigid answers. Instead of, “Should we create product A or B?” ask, “What product is the market asking for, and how do our options meet that demand?”
8. Silence is golden
Be a willing listener. Even when the other person is not talking, communication is still active. Take a breather between questions to give you and the other person time to decompress. This makes your communications less like an interrogation, even if it is a fact-finding mission.
In conclusion, Resonance Consulting Services can assist you with research and work together with you in the process. Something very close to our hearts is the essential element that data-based decision-making has on continuous quality improvement.
I hope that this blog has assisted you in some way!
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