Clark Aldrich's Style Guide for Serious Games and Simulations: The Reason Why Most Rese... - 0 views
shared by Eloise Pasteur on 16 Nov 08 - Cached
Why is most research on business issues so useless? Why doesn't it drive the results that businesses require? Organizations may have commissioned reports on new markets, or Second Life, or Web 2.0, or outsourcing or re-insourcing, but why don't the reports have a richer impact?
I have come to the fairly unambiguous conclusion: most business research sits unused on shelves. It is thus a valid question to ask, especially in tightening budgets, why is that so? Is that inevitable? And, to a lesser degree, who's fault is that?
The big problem is that most business research relies on the same faulty intellectual constructs as other forms of linear content - it relies on linear analysis, case studies, and inspirational examples. And like with movies and magazines, they impress us with their cleverness but don't actually enable effective action (or any action, except more presentations), because they ar not designed to. The reports focus on knowing, not doing. The people at the receiving end of such research seldom turn the concepts into productive actions, because the research does not help them enough in doing so. At best, most research I have studied only takes the reader on 20% of the journey.
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The content model advocated on this blog is that of actions, systems, and results. And, there is a multiplier effect between them. If you do not have all three you really don't have anything.
Infrastructures - SlideShare - 0 views
shared by Jackie Gerstein on 06 Nov 08 - Cached
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