In my book Reframe: Shift the Way You Work, Innovate, and Think, I unpack the ways in which we hold ourselves back from innovating (including innovating new research methods) by offering a simple process that opens individuals up to new ideas. Although there are methods for shifting the way we look at problems (hint: view them as opportunities), one of the biggest things getting in the way are the excuses we tell others and ourselves. In the book, I identify 8 BS Excuse Personas that when defined can help individuals, teams, and organizations break free from their hold. In terms of innovating in research, there seem to be some more prevalent than others:
The Brat
This isn’t going to work.
Brats are quick to judge before getting all the facts and have a sense of entitlement that keeps them from putting in the work. If it’s new, and/or they don’t understand it, it’s wrong. Because of this, Brats are quick to dismiss new ideas by labeling them as stupid or declaring they aren’t worth the time. From the get-go, a Brat will dismiss the idea that a new methodology could lead to insights. When conducting our Insider Insight method, which leverages real-world relationships and the power of unfiltered conversations, we often hear Brats question (and declare) to demonstrate their doubt. How do you know the conversations are real? How does the Insider know what to ask? How will you control for their biases? They are quick to judge without listening, understanding, exploring, and most importantly, trying. They think they already know that this won’t work.
A Brat will believe he or she knows more than me about the method that we’ve created and worked on for over three years, even though it’s been purchased repeatedly by some of the world’s largest brands. Nope, it just won’t work.
If you know what you know, you’ll never discover what you don’t know. But a Brat already thinks he or she knows everything, and that’s why finding and fostering inspiration and creativity is impossible.
The Blamer
It’s everyone else’s fault.
The Blamer only sees all the ways in which everyone else is keeping them from moving forward. They’re quick to point the finger and declare that something couldn’t work because the red tape, regulation, budget, timeline, etc. wouldn’t allow it.
When we present the results of a method that is cost-effective, provides 2-week timelines, and includes workshops to help work through and glean insights from the data, we can immediately tell when we have a Blamer in the room. We’ll hear praise on why the data and insights are so compelling, immediately followed by their excuses why they can’t act on it. This won’t fly with our product team, it’s different from what they expected to hear. The consumer complained about a problem, but it’s still not clear if it’s a real problem — they should have been clearer. I like the findings, but I don’t think it will make sense to others on our team who are newer to the organization.
Blaming something externally (when they’re just not pushing themselves internally) gives Blamers a reason to stay stagnant and forego innovation.
The Square
I need to see more data.
For the Square, even when they have everything they need to begin looking at a problem and designing a solution, they stop the process to request additional data. They refer to their list of how they’ve always done things to make sure all the boxes are checked.
New and innovative methods for conducting market research might not be for Squares (although they may need it more than anyone). They’re not comfortable stepping outside the box and understanding people through a new lens. For example, because one of our methods has the word insight in its title, Squares are quick to put it in a traditional consumer insights research box and put all the parameters of what research is (and is not) in there too.
When we conduct an Insider Insight project, we work with a diverse group of individuals who are guided by our team to conduct conversations that lead to interesting and thought-provoking conversations. If it doesn’t sound like there are a lot of rules and regulations in the process, then you heard me right. It’s intentionally designed to deviate from the rigid formality of a focus group or lab setting, to provide something different that we can’t find there. The results aren’t less valid, but a Square’s reliance on belief as fact can make them reluctant to embrace this change and make them doubt the process.
The Sheep
Who else is doing it?
Sheep are so afraid of stepping away from the herd. They’re followers who wait for other people to do something first and prove it is successful, before giving it a shot. They ask the safe questions and use safe methodologies that they feel comfortable with, even if the methodology is faulty. Specifically, these folks will use methods like focus groups to confirm what they know (or speculated) over trying something new, simply because they are familiar with it.
When something is new, Sheep have a difficult time trusting the process, even if it’s right for their particular project or needs. How many projects have you done in our space? How many people are on your team? What does each person do? How do I know what I’m going to get before I get it so I can decide whether I want it? The market researcher Sheep tell us that they know a paradigm shift is happening, yet they feel the field has been slow to respond and adapt. Because of this, their prediction is it will take 10 to 20 years for any real change to happen, and until they see some results they’re not willing to jump on the bandwagon.
It’s natural that as humans we fear change. The uncertainty and possibility of making mistakes can be debilitating for some. But on the other side of that fear is where all the magic happens. It’s where we grow, where we find out who we really are and what we really want, and it’s where we are inspired. Excuses manifest through fear, so be mindful that to innovate you’re going to have to look inward and start to get comfortable with being a little uncomfortable.
What if you challenged yourself to try something new?
Are you thinking of excuses to not do it, or are you measuring the benefits of trying a new method, either ours or one of your own? When you embrace creativity and innovation as a mindset, both personally and within your organization, you will be amazed at how little will hold you back and what you can accomplish.
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BusinessMona Patel – Motivate
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