An approachable reference tool that packs in an impressive amount of information.
Towsey’s comprehensive guide aims to help employees plan, manage, and scale their research to improve methods and results.
Anyone whose job description involves researching—whether as a ResearchOps specialist, marketing manager, or professor—will be interested to learn new methods for improving their operations processes. The first section of this manual breaks down scaling research vocabulary and strategies, including the relatively new term “ResearchOps” (which largely refers to maximizing value wherever it’s most needed) and the ways that “research outputs, people, and systems must be balanced and orchestrated to achieve strategic priorities.” The second section covers the eight elements of ResearchOps: “Participant recruitment” (how to find people for your study); “Knowledge management” (emphasizing the importance of trust within a study team); “Onboarding and support” (which includes choosing the proper support operating model); “Tools and vendors” (how to create your own “research tooling blueprint”); “Ethics and privacy” (how to protect your participants); “Money and metrics” (including the four operational tactics to get maximum money for your research); “Program management” (how to prioritize tasks); and “People and skills” (how to attract and keep top talent). Each chapter contains plenty of industry and real-world examples, such as when the author observes that any map of a public transit system mimics a kind of “decision tree.” Despite its nearly encyclopedic length and density, Towsey’s guide manages to leaven the heavy use of technical terms and jargon with a warm and engaging tone. Copious amounts of graphs and charts, many of which are extremely technical, break up the text and provide guidance for more visual learners. The author even works in some lightheartedness by recommending that readers “tackle one or two big hairy audacious goals.” While the material certainly isn’t for beginners, Towsey’s suggestions are both useful and relevant for professionals in the field of research.
An approachable reference tool that packs in an impressive amount of information.Pub Date: Sept. 17, 2024
ISBN: 9781959029229
Page Count: 336
Publisher: Rosenfeld Media
Review Posted Online: Aug. 13, 2024
Kirkus Reviews Issue: Oct. 1, 2024
Review Program: Kirkus Indie
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our...
A psychologist and Nobel Prize winner summarizes and synthesizes the recent decades of research on intuition and systematic thinking.
The author of several scholarly texts, Kahneman (Emeritus Psychology and Public Affairs/Princeton Univ.) now offers general readers not just the findings of psychological research but also a better understanding of how research questions arise and how scholars systematically frame and answer them. He begins with the distinction between System 1 and System 2 mental operations, the former referring to quick, automatic thought, the latter to more effortful, overt thinking. We rely heavily, writes, on System 1, resorting to the higher-energy System 2 only when we need or want to. Kahneman continually refers to System 2 as “lazy”: We don’t want to think rigorously about something. The author then explores the nuances of our two-system minds, showing how they perform in various situations. Psychological experiments have repeatedly revealed that our intuitions are generally wrong, that our assessments are based on biases and that our System 1 hates doubt and despises ambiguity. Kahneman largely avoids jargon; when he does use some (“heuristics,” for example), he argues that such terms really ought to join our everyday vocabulary. He reviews many fundamental concepts in psychology and statistics (regression to the mean, the narrative fallacy, the optimistic bias), showing how they relate to his overall concerns about how we think and why we make the decisions that we do. Some of the later chapters (dealing with risk-taking and statistics and probabilities) are denser than others (some readers may resent such demands on System 2!), but the passages that deal with the economic and political implications of the research are gripping.
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our minds.Pub Date: Nov. 1, 2011
ISBN: 978-0-374-27563-1
Page Count: 512
Publisher: Farrar, Straus and Giroux
Review Posted Online: Sept. 3, 2011
Kirkus Reviews Issue: Sept. 15, 2011
BOOK REVIEW
IN THE NEWS
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.
A helpful guide to working effectively with people from other cultures.
“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.Pub Date: May 27, 2014
ISBN: 978-1-61039-250-1
Page Count: 288
Publisher: PublicAffairs
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
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