As researchers, one of the most common scenarios we encounter is the stressful discovery that the data we worked so meticulously to collect doesn’t pan out as we hoped. We were hoping for the ‘A’ result, yet the data says ‘B’. Regardless of the stage in the research process, it can be difficult to see these kinds of unforeseen situations as positive outcomes. For example, these scenarios may sound familiar… 

– For the data analyst, hours are often poured into quadruple checking every data figure to confirm the results are accurate and intuitively stated, recognizing that every number can and may likely be challenged by anyone who was hoping for different results. 

– The survey design will be endlessly scrutinized, and whoever designed it will need to be armed with a detailed justification for every research method decision from survey instrument to sample selection. 

– The researcher responsible for interpreting the results will be challenged to think outside the scope of the initial research hypothesis, which will require a deeper understanding of the business… and possibly the need to ask for more marketing dollars to conduct additional research. – The individual responsible for presenting the results to the end client may be tasked with the most difficult job of all, because to the end client, he will be the bearer of bad news.

Despite the fact that all parties involved in the research project have performed their jobs with dutiful commitment to detail, the end client may ultimately decide to dismiss the project, not because it wasn’t good research, but because it didn’t yield the ‘positive results’ they had hoped for. 

It’s during these sorts of scenarios that I question the intention of modern research—and, admittedly, often fanaticize about transporting myself to being on a beach somewhere with no Wi-Fi. Are we truly trying to make a positive impact in our business, or are we simply aiming to receive validation by presenting results that look alluring and favorable?

I recently listened to an outstanding talk by Paul DePodesta, Vice President of Player Development & Amateur Scouting for the New York Mets. In his talk, DePodesta posed what he termed the ‘naïve question’: 

“If you were starting over – would you build it the same way?” 

When we look at our business through the lens of the naïve question, unexpected data findings are gold, and intelligent research (not ‘positive results’), is our secret weapon… because it tells us something that we don’t already know. Honest research isn’t designed to give us a high five for a business practice we already have in place, but to provide insight into how we can make it better. Although it can be a difficult undertaking, we should strive to engage in research design, analysis, and data interpretation with an open mind and thick skin to unanticipated findings and new directions. 

As researchers, it’s our job to expand the lens through which our clients view their businesses and help them avoid affirmation bias—that is, only seeing results that support their current beliefs. As the end user of research findings, it’s critical to remember that research is not the endpoint, marketing campaign finale, or even a report card for the marketing team’s hard work. It’s a guiding light for understanding and strategically advancing our business practices. Job performance should be measured by how successful a team is at using insights to help grow and improve business in innovative ways, rather than the number of times we receive ‘pats on the back’ for presenting inviting data. When it comes to the data and insights, we cannot take them personally—we must advance in the best interest of our businesses to maximize growth and innovation.