#83 from R&D Innovator Volume 3, Number 2          February 1994

FORUM—from our readers

Don’t Make Fun of Researchers

I'm writing this in the hope that non-R&D executives will read it.  It seems that all of these people--in my company, at least--have a dim view of researchers.  At meetings, usually one of them makes a statement such as, "These researchers just want to play, let's give them some real work to do."  Another frequent comment is, "When will they learn how to tell us what really is going on with the project?"  The latest, the one that finally induced me to write this, came from the president:  "I'll bet that any recent graduate could have solved that problem you're still grappling with."

Right!

The blame for this attitude lies with researchers as well as executives.  Too often, researchers don't explain their problems in terms that can be understood by executives.  And executives don't have the patience and confidence to learn more about what is going on in research.

Also, the two "sides" --the suits and the nerds--represent two very different corporate cultures, and they tend to stick close to "their own."

Personally, I've tried to bridge the gap by learning more about business.  I try to go out of my way to have lunch with the business folks, to explain what I do--in simple terms--and to understand what they do. 

But all of this is quickly undermined when an executive makes these disparaging comments about researchers--in our presence, no less (I'm sure they are even more frequent in our absence).  Making fun of researchers becomes part of the business culture, and can almost make us ashamed to be part of a research team. 

Management should realize how damaging this practice really is.  It dramatically inhibits communication from researcher to management.  It wrecks morale.  Even if someone thinks he or she has a great idea, it becomes almost impossible to think about pushing for management's approval.  It will be a rare instance when someone is willing to pursue something in spite of the guaranteed gush of insults.

If this situation exists in your organization, I wonder if it can be mitigated by having a short meeting--perhaps once a month--between key executives and researchers.  Misunderstandings and sensitivities can be openly acknowledged and issues freely discussed.  In this way, management will realize that, while research may look like "play," that's the only way to get the bacon.  They will also realize that what may seem to be a simple problem is actually much more difficult.

I think such a meeting will be very valuable to researchers, executives, and the organization in general.  The most difficult part, however, may be getting it organized.  My director of R&D doesn't seem interested, probably because he's afraid of rocking the boat.

Perhaps an executive reading this will initiate the discourse.  There's nothing to lose, but lots to gain.

Anonymous