How to Discuss What Managers Should Not Do in Order to Interact Most Effectively With Researchers

Managers and researches sometimes have conflicting goals for a product or project.

Many business managers rely on market or product research or other kinds of research before making executive decisions about a project or policy. For instance, electronics manufacturers use market and product researchers to evaluate market conditions and conduct testing with product models to determine how successfully an electronics item will perform on the market. Sometimes, product or project managers and researchers conflict, as managers may have a different vision or agenda than what the research supports. To maintain functional relationships between these managers and researchers, it is is important to discuss with managers how they should and should not interact with researchers.

Instructions

1. Clearly explain the guidelines for interaction between managers and researchers. Provide all managers with a physical copy of the rules and codes of conduct, so that there is no confusion about policy. Show firmness. Advise managers that policies will be strictly enforced.

2. Advise managers not to impose perspectives or agenda on the researchers. For instance, make clear that managers should never direct or change the goal of a research project, unless authorized to do so. Similarly, advise managers never to coerce researchers to manipulate data or analysis to promote certain objectives.

3. Advise managers to embrace research results, even if they are surprised or caught off-guard by them or if they disagree with the methods of collection or analysis that researchers used. Emphasize that managers should not ignore or disregard researchers' feedback and analysis, no matter their objections. Underscore that while managers reserve the final authority to make executive decisions about a product or project, they have an obligation to carefully consider research.

4. Encourage managers to develop a sense of rapport and trust with researchers. For instance, persuade managers to acknowledge the contributions that researchers make and to regard researchers as valuable persons in the development process. Encourage managers to keep researchers abreast of decisions made which may change or affect research needs.

References

• Harvard Business School: "Working Knowledge"; Market Research Meets the "People Factor"
• Georgetown University: Developing Mutually Beneficial Relationships Between Researchers and Organizations