what are the important of research work

2.1 Why is Research Important

Learning objectives.

By the end of this section, you will be able to:

• Explain how scientific research addresses questions about behavior
• Discuss how scientific research guides public policy
• Appreciate how scientific research can be important in making personal decisions

   Scientific research is a critical tool for successfully navigating our complex world. Without it, we would be forced to rely solely on intuition, other people’s authority, and blind luck. While many of us feel confident in our abilities to decipher and interact with the world around us, history is filled with examples of how very wrong we can be when we fail to recognize the need for evidence in supporting claims. At various times in history, we would have been certain that the sun revolved around a flat earth, that the earth’s continents did not move, and that mental illness was caused by possession (figure below). It is through systematic scientific research that we divest ourselves of our preconceived notions and superstitions and gain an objective understanding of ourselves and our world.

Some of our ancestors, across the work and over the centuries, believed that trephination – the practice of making a hole in the skull, as shown here – allowed evil spirits to leave the body, thus curing mental illness and other diseases (credit” “taiproject/Flickr)

   The goal of all scientists is to better understand the world around them. Psychologists focus their attention on understanding behavior, as well as the cognitive (mental) and physiological (body) processes that underlie behavior. In contrast to other methods that people use to understand the behavior of others, such as intuition and personal experience, the hallmark of scientific research is that there is evidence to support a claim. Scientific knowledge is empirical : It is grounded in objective, tangible evidence that can be observed time and time again, regardless of who is observing.

We can easily observe the behavior of others around us. For example, if someone is crying, we can observe that behavior. However, the reason for the behavior is more difficult to determine. Is the person crying due to being sad, in pain, or happy? Sometimes, asking about the underlying cognitions is as easy as asking the subject directly: “Why are you crying?” However, there are situations in which an individual is either uncomfortable or unwilling to answer the question honestly, or is incapable of answering. For example, infants would not be able to explain why they are crying. In other situations, it may be hard to identify exactly why you feel the way you do. Think about times when you suddenly feel annoyed after a long day. There may be a specific trigger for your annoyance (a loud noise), or you may be tired, hungry, stressed, or all of the above. Human behavior is often a complicated mix of a variety of factors. In such circumstances, the psychologist must be creative in finding ways to better understand behavior. This chapter explores how scientific knowledge is generated, and how important that knowledge is in forming decisions in our personal lives and in the public domain.

USE OF RESEARCH INFORMATION

   Trying to determine which theories are and are not accepted by the scientific community can be difficult, especially in an area of research as broad as psychology. More than ever before, we have an incredible amount of information at our fingertips, and a simple internet search on any given research topic might result in a number of contradictory studies. In these cases, we are witnessing the scientific community going through the process of coming to an agreement, and it could be quite some time before a consensus emerges. In other cases, rapidly developing technology is improving our ability to measure things, and changing our earlier understanding of how the mind works.

In the meantime, we should strive to think critically about the information we encounter by exercising a degree of healthy skepticism. When someone makes a claim, we should examine the claim from a number of different perspectives: what is the expertise of the person making the claim, what might they gain if the claim is valid, does the claim seem justified given the evidence, and what do other researchers think of the claim? Science is always changing and new evidence is alwaus coming to light, thus this dash of skepticism should be applied to all research you interact with from now on. Yes, that includes the research presented in this textbook.

Evaluation of research findings can have widespread impact. Imagine that you have been elected as the governor of your state. One of your responsibilities is to manage the state budget and determine how to best spend your constituents’ tax dollars. As the new governor, you need to decide whether to continue funding the D.A.R.E. (Drug Abuse Resistance Education) program in public schools (figure below). This program typically involves police officers coming into the classroom to educate students about the dangers of becoming involved with alcohol and other drugs. According to the D.A.R.E. website (www.dare.org), this program has been very popular since its inception in 1983, and it is currently operating in 75% of school districts in the United States and in more than 40 countries worldwide. Sounds like an easy decision, right? However, on closer review, you discover that the vast majority of research into this program consistently suggests that participation has little, if any, effect on whether or not someone uses alcohol or other drugs (Clayton, Cattarello, & Johnstone, 1996; Ennett, Tobler, Ringwalt, & Flewelling, 1994; Lynam et al., 1999; Ringwalt, Ennett, & Holt, 1991). If you are committed to being a good steward of taxpayer money, will you fund this particular program, or will you try to find other programs that research has consistently demonstrated to be effective?

The D.A.R.E. program continues to be popular in schools around the world despite research suggesting that it is ineffective.

It is not just politicians who can benefit from using research in guiding their decisions. We all might look to research from time to time when making decisions in our lives. Imagine you just found out that a close friend has breast cancer or that one of your young relatives has recently been diagnosed with autism. In either case, you want to know which treatment options are most successful with the fewest side effects. How would you find that out? You would probably talk with a doctor or psychologist and personally review the research that has been done on various treatment options—always with a critical eye to ensure that you are as informed as possible.

In the end, research is what makes the difference between facts and opinions. Facts are observable realities, and opinions are personal judgments, conclusions, or attitudes that may or may not be accurate. In the scientific community, facts can be established only using evidence collected through empirical research.

THE PROCESS OF SCIENTIFIC RESEARCH

   Scientific knowledge is advanced through a process known as the scientific method . Basically, ideas (in the form of theories and hypotheses) are tested against the real world (in the form of empirical observations), and those observations lead to more ideas that are tested against the real world, and so on. In this sense, the scientific process is circular. We continually test and revise theories based on new evidence.

Two types of reasoning are used to make decisions within this model: Deductive and inductive. In deductive reasoning, ideas are tested against the empirical world. Think about a detective looking for clues and evidence to test their “hunch” about whodunit. In contrast, in inductive reasoning, empirical observations lead to new ideas. In other words, inductive reasoning involves gathering facts to create or refine a theory, rather than testing the theory by gathering facts (figure below). These processes are inseparable, like inhaling and exhaling, but different research approaches place different emphasis on the deductive and inductive aspects.

Psychological research relies on both inductive and deductive reasoning.

   In the scientific context, deductive reasoning begins with a generalization—one hypothesis—that is then used to reach logical conclusions about the real world. If the hypothesis is correct, then the logical conclusions reached through deductive reasoning should also be correct. A deductive reasoning argument might go something like this: All living things require energy to survive (this would be your hypothesis). Ducks are living things. Therefore, ducks require energy to survive (logical conclusion). In this example, the hypothesis is correct; therefore, the conclusion is correct as well. Sometimes, however, an incorrect hypothesis may lead to a logical but incorrect conclusion. Consider the famous example from Greek philosophy. A philosopher decided that human beings were “featherless bipeds”. Using deductive reasoning, all two-legged creatures without feathers must be human, right? Diogenes the Cynic (named because he was, well, a cynic) burst into the room with a freshly plucked chicken from the market and held it up exclaiming “Behold! I have brought you a man!”

Deductive reasoning starts with a generalization that is tested against real-world observations; however, inductive reasoning moves in the opposite direction. Inductive reasoning uses empirical observations to construct broad generalizations. Unlike deductive reasoning, conclusions drawn from inductive reasoning may or may not be correct, regardless of the observations on which they are based. For example, you might be a biologist attempting to classify animals into groups. You notice that quite a large portion of animals are furry and produce milk for their young (cats, dogs, squirrels, horses, hippos, etc). Therefore, you might conclude that all mammals (the name you have chosen for this grouping) have hair and produce milk. This seems like a pretty great hypothesis that you could test with deductive reasoning. You go out an look at a whole bunch of things and stumble on an exception: The coconut. Coconuts have hair and produce milk, but they don’t “fit” your idea of what a mammal is. So, using inductive reasoning given the new evidence, you adjust your theory again for an other round of data collection. Inductive and deductive reasoning work in tandem to help build and improve scientific theories over time.

We’ve stated that theories and hypotheses are ideas, but what sort of ideas are they, exactly? A theory is a well-developed set of ideas that propose an explanation for observed phenomena. Theories are repeatedly checked against the world, but they tend to be too complex to be tested all at once. Instead, researchers create hypotheses to test specific aspects of a theory.

A hypothesis is a testable prediction about how the world will behave if our theory is correct, and it is often worded as an if-then statement (e.g., if I study all night, I will get a passing grade on the test). The hypothesis is extremely important because it bridges the gap between the realm of ideas and the real world. As specific hypotheses are tested, theories are modified and refined to reflect and incorporate the result of these tests (figure below).

The scientific method of research includes proposing hypotheses, conducting research, and creating or modifying theories based on results.

   To see how this process works, let’s consider a specific theory and a hypothesis that might be generated from that theory. As you’ll learn in a later chapter, the James-Lange theory of emotion asserts that emotional experience relies on the physiological arousal associated with the emotional state. If you walked out of your home and discovered a very aggressive snake waiting on your doorstep, your heart would begin to race and your stomach churn. According to the James-Lange theory, these physiological changes would result in your feeling of fear. A hypothesis that could be derived from this theory might be that a person who is unaware of the physiological arousal that the sight of the snake elicits will not feel fear.

A scientific hypothesis is also falsifiable, or capable of being shown to be incorrect. Recall from the introductory chapter that Sigmund Freud had lots of interesting ideas to explain various human behaviors (figure below). However, a major criticism of Freud’s theories is that many of his ideas are not falsifiable. The essential characteristic of Freud’s building blocks of personality, the id, ego, and superego, is that they are unconscious, and therefore people can’t observe them. Because they cannot be observed or tested in any way, it is impossible to say that they don’t exist, so they cannot be considered scientific theories. Despite this, Freud’s theories are widely taught in introductory psychology texts because of their historical significance for personality psychology and psychotherapy, and these remain the root of all modern forms of therapy.

Many of the specifics of (a) Freud’s theories, such ad (b) his division on the mind into the id, ego, and superego, have fallen out of favor in recent decades because they are not falsifiable (i.e., cannot be verified through scientific investigation).  In broader strokes, his views set the stage for much psychological thinking today, such as the idea that some psychological process occur at the level of the unconscious.

In contrast, the James-Lange theory does generate falsifiable hypotheses, such as the one described above. Some individuals who suffer significant injuries to their spinal columns are unable to feel the bodily changes that often accompany emotional experiences. Therefore, we could test the hypothesis by determining how emotional experiences differ between individuals who have the ability to detect these changes in their physiological arousal and those who do not. In fact, this research has been conducted and while the emotional experiences of people deprived of an awareness of their physiological arousal may be less intense, they still experience emotion (Chwalisz, Diener, & Gallagher, 1988).

Scientific research’s dependence on falsifiability allows for great confidence in the information that it produces. Typically, by the time information is accepted by the scientific community, it has been tested repeatedly.

Scientists are engaged in explaining and understanding how the world around them works, and they are able to do so by coming up with theories that generate hypotheses that are testable and falsifiable. Theories that stand up to their tests are retained and refined, while those that do not are discarded or modified. IHaving good information generated from research aids in making wise decisions both in public policy and in our personal lives.

Review Questions:

1. Scientific hypotheses are ________ and falsifiable.

a. observable

b. original

c. provable

d. testable

2. ________ are defined as observable realities.

a. behaviors

c. opinions

d. theories

3. Scientific knowledge is ________.

a. intuitive

b. empirical

c. permanent

d. subjective

4. A major criticism of Freud’s early theories involves the fact that his theories ________.

a. were too limited in scope

b. were too outrageous

c. were too broad

d. were not testable

Critical Thinking Questions:

1. In this section, the D.A.R.E. program was described as an incredibly popular program in schools across the United States despite the fact that research consistently suggests that this program is largely ineffective. How might one explain this discrepancy?

2. The scientific method is often described as self-correcting and cyclical. Briefly describe your understanding of the scientific method with regard to these concepts.

Personal Application Questions:

1. Healthcare professionals cite an enormous number of health problems related to obesity, and many people have an understandable desire to attain a healthy weight. There are many diet programs, services, and products on the market to aid those who wish to lose weight. If a close friend was considering purchasing or participating in one of these products, programs, or services, how would you make sure your friend was fully aware of the potential consequences of this decision? What sort of information would you want to review before making such an investment or lifestyle change yourself?

deductive reasoning

falsifiable

hypothesis:  (plural

inductive reasoning

Answers to Exercises

Review Questions: 

1. There is probably tremendous political pressure to appear to be hard on drugs. Therefore, even though D.A.R.E. might be ineffective, it is a well-known program with which voters are familiar.

2. This cyclical, self-correcting process is primarily a function of the empirical nature of science. Theories are generated as explanations of real-world phenomena. From theories, specific hypotheses are developed and tested. As a function of this testing, theories will be revisited and modified or refined to generate new hypotheses that are again tested. This cyclical process ultimately allows for more and more precise (and presumably accurate) information to be collected.

deductive reasoning:  results are predicted based on a general premise

empirical:  grounded in objective, tangible evidence that can be observed time and time again, regardless of who is observing

fact:  objective and verifiable observation, established using evidence collected through empirical research

falsifiable:  able to be disproven by experimental results

hypothesis:  (plural: hypotheses) tentative and testable statement about the relationship between two or more variables

inductive reasoning:  conclusions are drawn from observations

opinion:  personal judgments, conclusions, or attitudes that may or may not be accurate

theory:  well-developed set of ideas that propose an explanation for observed phenomena

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Science, health, and public trust.

September 8, 2021

Explaining How Research Works

We’ve heard “follow the science” a lot during the pandemic. But it seems science has taken us on a long and winding road filled with twists and turns, even changing directions at times. That’s led some people to feel they can’t trust science. But when what we know changes, it often means science is working.

Explaining the scientific process may be one way that science communicators can help maintain public trust in science. Placing research in the bigger context of its field and where it fits into the scientific process can help people better understand and interpret new findings as they emerge. A single study usually uncovers only a piece of a larger puzzle.

Questions about how the world works are often investigated on many different levels. For example, scientists can look at the different atoms in a molecule, cells in a tissue, or how different tissues or systems affect each other. Researchers often must choose one or a finite number of ways to investigate a question. It can take many different studies using different approaches to start piecing the whole picture together.

Sometimes it might seem like research results contradict each other. But often, studies are just looking at different aspects of the same problem. Researchers can also investigate a question using different techniques or timeframes. That may lead them to arrive at different conclusions from the same data.

Using the data available at the time of their study, scientists develop different explanations, or models. New information may mean that a novel model needs to be developed to account for it. The models that prevail are those that can withstand the test of time and incorporate new information. Science is a constantly evolving and self-correcting process.

Scientists gain more confidence about a model through the scientific process. They replicate each other’s work. They present at conferences. And papers undergo peer review, in which experts in the field review the work before it can be published in scientific journals. This helps ensure that the study is up to current scientific standards and maintains a level of integrity. Peer reviewers may find problems with the experiments or think different experiments are needed to justify the conclusions. They might even offer new ways to interpret the data.

It’s important for science communicators to consider which stage a study is at in the scientific process when deciding whether to cover it. Some studies are posted on preprint servers for other scientists to start weighing in on and haven’t yet been fully vetted. Results that haven't yet been subjected to scientific scrutiny should be reported on with care and context to avoid confusion or frustration from readers.

We’ve developed a one-page guide, "How Research Works: Understanding the Process of Science" to help communicators put the process of science into perspective. We hope it can serve as a useful resource to help explain why science changes—and why it’s important to expect that change. Please take a look and share your thoughts with us by sending an email to  [email protected].

Below are some additional resources:

• Discoveries in Basic Science: A Perfectly Imperfect Process
• When Clinical Research Is in the News
• What is Basic Science and Why is it Important?
• ​ What is a Research Organism?
• What Are Clinical Trials and Studies?
• Basic Research – Digital Media Kit
• Decoding Science: How Does Science Know What It Knows? (NAS)
• Can Science Help People Make Decisions ? (NAS)

Connect with Us

• More Social Media from NIH

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11.1 The Purpose of Research Writing

Learning objectives.

• Identify reasons to research writing projects.
• Outline the steps of the research writing process.

Why was the Great Wall of China built? What have scientists learned about the possibility of life on Mars? What roles did women play in the American Revolution? How does the human brain create, store, and retrieve memories? Who invented the game of football, and how has it changed over the years?

You may know the answers to these questions off the top of your head. If you are like most people, however, you find answers to tough questions like these by searching the Internet, visiting the library, or asking others for information. To put it simply, you perform research.

Whether you are a scientist, an artist, a paralegal, or a parent, you probably perform research in your everyday life. When your boss, your instructor, or a family member asks you a question that you do not know the answer to, you locate relevant information, analyze your findings, and share your results. Locating, analyzing, and sharing information are key steps in the research process, and in this chapter, you will learn more about each step. By developing your research writing skills, you will prepare yourself to answer any question no matter how challenging.

Reasons for Research

When you perform research, you are essentially trying to solve a mystery—you want to know how something works or why something happened. In other words, you want to answer a question that you (and other people) have about the world. This is one of the most basic reasons for performing research.

But the research process does not end when you have solved your mystery. Imagine what would happen if a detective collected enough evidence to solve a criminal case, but she never shared her solution with the authorities. Presenting what you have learned from research can be just as important as performing the research. Research results can be presented in a variety of ways, but one of the most popular—and effective—presentation forms is the research paper . A research paper presents an original thesis, or purpose statement, about a topic and develops that thesis with information gathered from a variety of sources.

If you are curious about the possibility of life on Mars, for example, you might choose to research the topic. What will you do, though, when your research is complete? You will need a way to put your thoughts together in a logical, coherent manner. You may want to use the facts you have learned to create a narrative or to support an argument. And you may want to show the results of your research to your friends, your teachers, or even the editors of magazines and journals. Writing a research paper is an ideal way to organize thoughts, craft narratives or make arguments based on research, and share your newfound knowledge with the world.

Write a paragraph about a time when you used research in your everyday life. Did you look for the cheapest way to travel from Houston to Denver? Did you search for a way to remove gum from the bottom of your shoe? In your paragraph, explain what you wanted to research, how you performed the research, and what you learned as a result.

Research Writing and the Academic Paper

No matter what field of study you are interested in, you will most likely be asked to write a research paper during your academic career. For example, a student in an art history course might write a research paper about an artist’s work. Similarly, a student in a psychology course might write a research paper about current findings in childhood development.

Having to write a research paper may feel intimidating at first. After all, researching and writing a long paper requires a lot of time, effort, and organization. However, writing a research paper can also be a great opportunity to explore a topic that is particularly interesting to you. The research process allows you to gain expertise on a topic of your choice, and the writing process helps you remember what you have learned and understand it on a deeper level.

Research Writing at Work

Knowing how to write a good research paper is a valuable skill that will serve you well throughout your career. Whether you are developing a new product, studying the best way to perform a procedure, or learning about challenges and opportunities in your field of employment, you will use research techniques to guide your exploration. You may even need to create a written report of your findings. And because effective communication is essential to any company, employers seek to hire people who can write clearly and professionally.

Writing at Work

Take a few minutes to think about each of the following careers. How might each of these professionals use researching and research writing skills on the job?

• Medical laboratory technician
• Small business owner
• Information technology professional
• Freelance magazine writer

A medical laboratory technician or information technology professional might do research to learn about the latest technological developments in either of these fields. A small business owner might conduct research to learn about the latest trends in his or her industry. A freelance magazine writer may need to research a given topic to write an informed, up-to-date article.

Think about the job of your dreams. How might you use research writing skills to perform that job? Create a list of ways in which strong researching, organizing, writing, and critical thinking skills could help you succeed at your dream job. How might these skills help you obtain that job?

Steps of the Research Writing Process

How does a research paper grow from a folder of brainstormed notes to a polished final draft? No two projects are identical, but most projects follow a series of six basic steps.

These are the steps in the research writing process:

• Choose a topic.
• Plan and schedule time to research and write.
• Conduct research.
• Organize research and ideas.
• Draft your paper.
• Revise and edit your paper.

Each of these steps will be discussed in more detail later in this chapter. For now, though, we will take a brief look at what each step involves.

Step 1: Choosing a Topic

As you may recall from Chapter 8 “The Writing Process: How Do I Begin?” , to narrow the focus of your topic, you may try freewriting exercises, such as brainstorming. You may also need to ask a specific research question —a broad, open-ended question that will guide your research—as well as propose a possible answer, or a working thesis . You may use your research question and your working thesis to create a research proposal . In a research proposal, you present your main research question, any related subquestions you plan to explore, and your working thesis.

Step 2: Planning and Scheduling

Before you start researching your topic, take time to plan your researching and writing schedule. Research projects can take days, weeks, or even months to complete. Creating a schedule is a good way to ensure that you do not end up being overwhelmed by all the work you have to do as the deadline approaches.

During this step of the process, it is also a good idea to plan the resources and organizational tools you will use to keep yourself on track throughout the project. Flowcharts, calendars, and checklists can all help you stick to your schedule. See Chapter 11 “Writing from Research: What Will I Learn?” , Section 11.2 “Steps in Developing a Research Proposal” for an example of a research schedule.

Step 3: Conducting Research

When going about your research, you will likely use a variety of sources—anything from books and periodicals to video presentations and in-person interviews.

Your sources will include both primary sources and secondary sources . Primary sources provide firsthand information or raw data. For example, surveys, in-person interviews, and historical documents are primary sources. Secondary sources, such as biographies, literary reviews, or magazine articles, include some analysis or interpretation of the information presented. As you conduct research, you will take detailed, careful notes about your discoveries. You will also evaluate the reliability of each source you find.

Step 4: Organizing Research and the Writer’s Ideas

When your research is complete, you will organize your findings and decide which sources to cite in your paper. You will also have an opportunity to evaluate the evidence you have collected and determine whether it supports your thesis, or the focus of your paper. You may decide to adjust your thesis or conduct additional research to ensure that your thesis is well supported.

Remember, your working thesis is not set in stone. You can and should change your working thesis throughout the research writing process if the evidence you find does not support your original thesis. Never try to force evidence to fit your argument. For example, your working thesis is “Mars cannot support life-forms.” Yet, a week into researching your topic, you find an article in the New York Times detailing new findings of bacteria under the Martian surface. Instead of trying to argue that bacteria are not life forms, you might instead alter your thesis to “Mars cannot support complex life-forms.”

Step 5: Drafting Your Paper

Now you are ready to combine your research findings with your critical analysis of the results in a rough draft. You will incorporate source materials into your paper and discuss each source thoughtfully in relation to your thesis or purpose statement.

When you cite your reference sources, it is important to pay close attention to standard conventions for citing sources in order to avoid plagiarism , or the practice of using someone else’s words without acknowledging the source. Later in this chapter, you will learn how to incorporate sources in your paper and avoid some of the most common pitfalls of attributing information.

Step 6: Revising and Editing Your Paper

In the final step of the research writing process, you will revise and polish your paper. You might reorganize your paper’s structure or revise for unity and cohesion, ensuring that each element in your paper flows into the next logically and naturally. You will also make sure that your paper uses an appropriate and consistent tone.

Once you feel confident in the strength of your writing, you will edit your paper for proper spelling, grammar, punctuation, mechanics, and formatting. When you complete this final step, you will have transformed a simple idea or question into a thoroughly researched and well-written paper you can be proud of!

Review the steps of the research writing process. Then answer the questions on your own sheet of paper.

• In which steps of the research writing process are you allowed to change your thesis?
• In step 2, which types of information should you include in your project schedule?
• What might happen if you eliminated step 4 from the research writing process?

Key Takeaways

• People undertake research projects throughout their academic and professional careers in order to answer specific questions, share their findings with others, increase their understanding of challenging topics, and strengthen their researching, writing, and analytical skills.
• The research writing process generally comprises six steps: choosing a topic, scheduling and planning time for research and writing, conducting research, organizing research and ideas, drafting a paper, and revising and editing the paper.

Writing for Success Copyright © 2015 by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

Research: Meaning and Purpose

• First Online: 27 October 2022

Cite this chapter

• Kazi Abusaleh 4 &
• Akib Bin Anwar 5  

2105 Accesses

The objective of the chapter is to provide the conceptual framework of the research and research process and draw the importance of research in social sciences. Various books and research papers were reviewed to write the chapter. The chapter defines ‘research’ as a deliberate and systematic scientific investigation into a phenomenon to explore, analyse, and predict about the issues or circumstances, and characterizes ‘research’ as a systematic and scientific mode of inquiry, a way to testify the existing knowledge and theories, and a well-designed process to answer questions in a reliable and unbiased way. This chapter, however, categorizes research into eight types under four headings, explains six steps to carry out a research work scientifically, and finally sketches the importance of research in social sciences.

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Somekh, B., & Lewin, C. (2004). Research Methods in the Social Sciences . Sage Publications.

Suchman, E. (1968). Evaluative Research: Principles and Practice in Public Service and Social Action Programs . Russell Sage Foundation.

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Abusaleh, K., Anwar, A.B. (2022). Research: Meaning and Purpose. In: Islam, M.R., Khan, N.A., Baikady, R. (eds) Principles of Social Research Methodology. Springer, Singapore. https://doi.org/10.1007/978-981-19-5441-2_2

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10 Reasons Why Research is Important

No matter what career field you’re in or how high up you are, there’s always more to learn . The same applies to your personal life. No matter how many experiences you have or how diverse your social circle, there are things you don’t know. Research unlocks the unknowns, lets you explore the world from different perspectives, and fuels a deeper understanding. In some areas, research is an essential part of success. In others, it may not be absolutely necessary, but it has many benefits. Here are ten reasons why research is important:

#1. Research expands your knowledge base

The most obvious reason to do research is that you’ll learn more. There’s always more to learn about a topic, even if you are already well-versed in it. If you aren’t, research allows you to build on any personal experience you have with the subject. The process of research opens up new opportunities for learning and growth.

#2. Research gives you the latest information

Research encourages you to find the most recent information available . In certain fields, especially scientific ones, there’s always new information and discoveries being made. Staying updated prevents you from falling behind and giving info that’s inaccurate or doesn’t paint the whole picture. With the latest info, you’ll be better equipped to talk about a subject and build on ideas.

#3. Research helps you know what you’re up against

In business, you’ll have competition. Researching your competitors and what they’re up to helps you formulate your plans and strategies. You can figure out what sets you apart. In other types of research, like medicine, your research might identify diseases, classify symptoms, and come up with ways to tackle them. Even if your “enemy” isn’t an actual person or competitor, there’s always some kind of antagonist force or problem that research can help you deal with.

#4. Research builds your credibility

People will take what you have to say more seriously when they can tell you’re informed. Doing research gives you a solid foundation on which you can build your ideas and opinions. You can speak with confidence about what you know is accurate. When you’ve done the research, it’s much harder for someone to poke holes in what you’re saying. Your research should be focused on the best sources. If your “research” consists of opinions from non-experts, you won’t be very credible. When your research is good, though, people are more likely to pay attention.

#5. Research helps you narrow your scope

When you’re circling a topic for the first time, you might not be exactly sure where to start. Most of the time, the amount of work ahead of you is overwhelming. Whether you’re writing a paper or formulating a business plan, it’s important to narrow the scope at some point. Research helps you identify the most unique and/or important themes. You can choose the themes that fit best with the project and its goals.

#6. Research teaches you better discernment

Doing a lot of research helps you sift through low-quality and high-quality information. The more research you do on a topic, the better you’ll get at discerning what’s accurate and what’s not. You’ll also get better at discerning the gray areas where information may be technically correct but used to draw questionable conclusions.

#7. Research introduces you to new ideas

You may already have opinions and ideas about a topic when you start researching. The more you research, the more viewpoints you’ll come across. This encourages you to entertain new ideas and perhaps take a closer look at yours. You might change your mind about something or, at least, figure out how to position your ideas as the best ones.

#8. Research helps with problem-solving

Whether it’s a personal or professional problem, it helps to look outside yourself for help. Depending on what the issue is, your research can focus on what others have done before. You might just need more information, so you can make an informed plan of attack and an informed decision. When you know you’ve collected good information, you’ll feel much more confident in your solution.

#9. Research helps you reach people

Research is used to help raise awareness of issues like climate change , racial discrimination, gender inequality , and more. Without hard facts, it’s very difficult to prove that climate change is getting worse or that gender inequality isn’t progressing as quickly as it should. The public needs to know what the facts are, so they have a clear idea of what “getting worse” or “not progressing” actually means. Research also entails going beyond the raw data and sharing real-life stories that have a more personal impact on people.

#10. Research encourages curiosity

Having curiosity and a love of learning take you far in life. Research opens you up to different opinions and new ideas. It also builds discerning and analytical skills. The research process rewards curiosity. When you’re committed to learning, you’re always in a place of growth. Curiosity is also good for your health. Studies show curiosity is associated with higher levels of positivity, better satisfaction with life, and lower anxiety.

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Six Reasons Why Research is Important

Everyone conducts research in some form or another from a young age, whether news, books, or browsing the Internet. Internet users come across thoughts, ideas, or perspectives - the curiosity that drives the desire to explore. However, when research is essential to make practical decisions, the nature of the study alters - it all depends on its application and purpose. For instance, skilled research offered as a  research paper service  has a definite objective, and it is focused and organized. Professional research helps derive inferences and conclusions from solving problems. visit the HB tool services for the amazing research tools that will help to solve your problems regarding the research on any project.

What is the Importance of Research?

The primary goal of the research is to guide action, gather evidence for theories, and contribute to the growth of knowledge in data analysis. This article discusses the importance of research and the multiple reasons why it is beneficial to everyone, not just students and scientists.

On the other hand, research is important in business decision-making because it can assist in making better decisions when combined with their experience and intuition.

Reasons for the Importance of Research

• Acquire Knowledge Effectively
• Research helps in problem-solving
• Provides the latest information
• Builds credibility
• Helps in business success
• Discover and Seize opportunities

1-  Acquire Knowledge Efficiently through Research

The most apparent reason to conduct research is to understand more. Even if you think you know everything there is to know about a subject, there is always more to learn. Research helps you expand on any prior knowledge you have of the subject. The research process creates new opportunities for learning and progress.

2- Research Helps in Problem-solving

Problem-solving can be divided into several components, which require knowledge and analysis, for example,  identification of issues, cause identification,  identifying potential solutions, decision to take action, monitoring and evaluation of activity and outcomes.

You may just require additional knowledge to formulate an informed strategy and make an informed decision. When you know you've gathered reliable data, you'll be a lot more confident in your answer.

3- Research Provides the Latest Information

Research enables you to seek out the most up-to-date facts. There is always new knowledge and discoveries in various sectors, particularly scientific ones. Staying updated keeps you from falling behind and providing inaccurate or incomplete information. You'll be better prepared to discuss a topic and build on ideas if you have the most up-to-date information. With the help of tools and certifications such as CIRS , you may learn internet research skills quickly and easily. Internet research can provide instant, global access to information.

4- Research Builds Credibility

Research provides a solid basis for formulating thoughts and views. You can speak confidently about something you know to be true. It's much more difficult for someone to find flaws in your arguments after you've finished your tasks. In your study, you should prioritize the most reputable sources. Your research should focus on the most reliable sources. You won't be credible if your "research" comprises non-experts' opinions. People are more inclined to pay attention if your research is excellent.

5-  Research Helps in Business Success

R&D might also help you gain a competitive advantage. Finding ways to make things run more smoothly and differentiate a company's products from those of its competitors can help to increase a company's market worth.

6-  Research Discover and Seize Opportunities

People can maximize their potential and achieve their goals through various opportunities provided by research. These include getting jobs, scholarships, educational subsidies, projects, commercial collaboration, and budgeted travel. Research is essential for anyone looking for work or a change of environment. Unemployed people will have a better chance of finding potential employers through job advertisements or agencies. 

How to Improve Your Research Skills

Start with the big picture and work your way down.

It might be hard to figure out where to start when you start researching. There's nothing wrong with a simple internet search to get you started. Online resources like Google and Wikipedia are a great way to get a general idea of a subject, even though they aren't always correct. They usually give a basic overview with a short history and any important points.

Identify Reliable Source

Not every source is reliable, so it's critical that you can tell the difference between the good ones and the bad ones. To find a reliable source, use your analytical and critical thinking skills and ask yourself the following questions: Is this source consistent with other sources I've discovered? Is the author a subject matter expert? Is there a conflict of interest in the author's point of view on this topic?

Validate Information from Various Sources

Take in new information.

The purpose of research is to find answers to your questions, not back up what you already assume. Only looking for confirmation is a minimal way to research because it forces you to pick and choose what information you get and stops you from getting the most accurate picture of the subject. When you do research, keep an open mind to learn as much as possible.

Facilitates Learning Process

Learning new things and implementing them in daily life can be frustrating. Finding relevant and credible information requires specialized training and web search skills due to the sheer enormity of the Internet and the rapid growth of indexed web pages. On the other hand, short courses and Certifications like CIRS make the research process more accessible. CIRS Certification offers complete knowledge from beginner to expert level. You can become a Certified Professional Researcher and get a high-paying job, but you'll also be much more efficient and skilled at filtering out reliable data. You can learn more about becoming a Certified Professional Researcher.

Stay Organized

You'll see a lot of different material during the process of gathering data, from web pages to PDFs to videos. You must keep all of this information organized in some way so that you don't lose anything or forget to mention something properly. There are many ways to keep your research project organized, but here are a few of the most common:  Learning Management Software , Bookmarks in your browser, index cards, and a bibliography that you can add to as you go are all excellent tools for writing.

Make Use of the library's Resources

If you still have questions about researching, don't worry—even if you're not a student performing academic or course-related research, there are many resources available to assist you. Many high school and university libraries, in reality, provide resources not only for staff and students but also for the general public. Look for research guidelines or access to specific databases on the library's website. Association of Internet Research Specialists enjoys sharing informational content such as research-related articles , research papers , specialized search engines list compiled from various sources, and contributions from our members and in-house experts.

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What Is the Importance of Research? 5 Reasons Why Research is Critical

by Logan Bessant | Nov 16, 2021 | Science

Most of us appreciate that research is a crucial part of medical advancement. But what exactly is the importance of research? In short, it is critical in the development of new medicines as well as ensuring that existing treatments are used to their full potential. 

Research can bridge knowledge gaps and change the way healthcare practitioners work by providing solutions to previously unknown questions.

In this post, we’ll discuss the importance of research and its impact on medical breakthroughs.  

The Importance Of Health Research

The purpose of studying is to gather information and evidence, inform actions, and contribute to the overall knowledge of a certain field. None of this is possible without research. 

Understanding how to conduct research and the importance of it may seem like a very simple idea to some, but in reality, it’s more than conducting a quick browser search and reading a few chapters in a textbook. 

No matter what career field you are in, there is always more to learn. Even for people who hold a Doctor of Philosophy (PhD) in their field of study, there is always some sort of unknown that can be researched. Delving into this unlocks the unknowns, letting you explore the world from different perspectives and fueling a deeper understanding of how the universe works.

To make things a little more specific, this concept can be clearly applied in any healthcare scenario. Health research has an incredibly high value to society as it provides important information about disease trends and risk factors, outcomes of treatments, patterns of care, and health care costs and use. All of these factors as well as many more are usually researched through a clinical trial. 

What Is The Importance Of Clinical Research?

Clinical trials are a type of research that provides information about a new test or treatment. They are usually carried out to find out what, or if, there are any effects of these procedures or drugs on the human body. 

All legitimate clinical trials are carefully designed, reviewed and completed, and need to be approved by professionals before they can begin. They also play a vital part in the advancement of medical research including:

• Providing new and good information on which types of drugs are more effective.  
• Bringing new treatments such as medicines, vaccines and devices into the field. 
• Testing the safety and efficacy of a new drug before it is brought to market and used in clinical practice.
• Giving the opportunity for more effective treatments to benefit millions of lives both now and in the future. 
• Enhancing health, lengthening life, and reducing the burdens of illness and disability. 

This all plays back to clinical research as it opens doors to advancing prevention, as well as providing treatments and cures for diseases and disabilities. Clinical trial volunteer participants are essential to this progress which further supports the need for the importance of research to be well-known amongst healthcare professionals, students and the general public. 

Five Reasons Why Research is Critical

Research is vital for almost everyone irrespective of their career field. From doctors to lawyers to students to scientists, research is the key to better work. 

• Increases quality of life

 Research is the backbone of any major scientific or medical breakthrough. None of the advanced treatments or life-saving discoveries used to treat patients today would be available if it wasn’t for the detailed and intricate work carried out by scientists, doctors and healthcare professionals over the past decade. 

This improves quality of life because it can help us find out important facts connected to the researched subject. For example, universities across the globe are now studying a wide variety of things from how technology can help breed healthier livestock, to how dance can provide long-term benefits to people living with Parkinson’s. 

For both of these studies, quality of life is improved. Farmers can use technology to breed healthier livestock which in turn provides them with a better turnover, and people who suffer from Parkinson’s disease can find a way to reduce their symptoms and ease their stress. 

Research is a catalyst for solving the world’s most pressing issues. Even though the complexity of these issues evolves over time, they always provide a glimmer of hope to improving lives and making processes simpler. 

• Builds up credibility 

People are willing to listen and trust someone with new information on one condition – it’s backed up. And that’s exactly where research comes in. Conducting studies on new and unfamiliar subjects, and achieving the desired or expected outcome, can help people accept the unknown.

However, this goes without saying that your research should be focused on the best sources. It is easy for people to poke holes in your findings if your studies have not been carried out correctly, or there is no reliable data to back them up. 

This way once you have done completed your research, you can speak with confidence about your findings within your field of study. 

• Drives progress forward 

It is with thanks to scientific research that many diseases once thought incurable, now have treatments. For example, before the 1930s, anyone who contracted a bacterial infection had a high probability of death. There simply was no treatment for even the mildest of infections as, at the time, it was thought that nothing could kill bacteria in the gut.

When antibiotics were discovered and researched in 1928, it was considered one of the biggest breakthroughs in the medical field. This goes to show how much research drives progress forward, and how it is also responsible for the evolution of technology . 

Today vaccines, diagnoses and treatments can all be simplified with the progression of medical research, making us question just what research can achieve in the future. 

• Engages curiosity 

The acts of searching for information and thinking critically serve as food for the brain, allowing our inherent creativity and logic to remain active. Aside from the fact that this curiosity plays such a huge part within research, it is also proven that exercising our minds can reduce anxiety and our chances of developing mental illnesses in the future. 

Without our natural thirst and our constant need to ask ‘why?’ and ‘how?’ many important theories would not have been put forward and life-changing discoveries would not have been made. The best part is that the research process itself rewards this curiosity. 

Research opens you up to different opinions and new ideas which can take a proposed question and turn into a real-life concept. It also builds discerning and analytical skills which are always beneficial in many career fields – not just scientific ones. 

• Increases awareness 

The main goal of any research study is to increase awareness, whether it’s contemplating new concepts with peers from work or attracting the attention of the general public surrounding a certain issue. 

Around the globe, research is used to help raise awareness of issues like climate change, racial discrimination, and gender inequality. Without consistent and reliable studies to back up these issues, it would be hard to convenience people that there is a problem that needs to be solved in the first place. 

The problem is that social media has become a place where fake news spreads like a wildfire, and with so many incorrect facts out there it can be hard to know who to trust. Assessing the integrity of the news source and checking for similar news on legitimate media outlets can help prove right from wrong. 

This can pinpoint fake research articles and raises awareness of just how important fact-checking can be. 

The Importance Of Research To Students

It is not a hidden fact that research can be mentally draining, which is why most students avoid it like the plague. But the matter of fact is that no matter which career path you choose to go down, research will inevitably be a part of it. 

But why is research so important to students ? The truth is without research, any intellectual growth is pretty much impossible. It acts as a knowledge-building tool that can guide you up to the different levels of learning. Even if you are an expert in your field, there is always more to uncover, or if you are studying an entirely new topic, research can help you build a unique perspective about it.

For example, if you are looking into a topic for the first time, it might be confusing knowing where to begin. Most of the time you have an overwhelming amount of information to sort through whether that be reading through scientific journals online or getting through a pile of textbooks. Research helps to narrow down to the most important points you need so you are able to find what you need to succeed quickly and easily. 

It can also open up great doors in the working world. Employers, especially those in the scientific and medical fields, are always looking for skilled people to hire. Undertaking research and completing studies within your academic phase can show just how multi-skilled you are and give you the resources to tackle any tasks given to you in the workplace. 

The Importance Of Research Methodology

There are many different types of research that can be done, each one with its unique methodology and features that have been designed to use in specific settings. 

When showing your research to others, they will want to be guaranteed that your proposed inquiry needs asking, and that your methodology is equipt to answer your inquiry and will convey the results you’re looking for.

That’s why it’s so important to choose the right methodology for your study. Knowing what the different types of research are and what each of them focuses on can allow you to plan your project to better utilise the most appropriate methodologies and techniques available. Here are some of the most common types:

• Theoretical Research: This attempts to answer a question based on the unknown. This could include studying phenomena or ideas whose conclusions may not have any immediate real-world application. Commonly used in physics and astronomy applications.
• Applied Research: Mainly for development purposes, this seeks to solve a practical problem that draws on theory to generate practical scientific knowledge. Commonly used in STEM and medical fields. 
• Exploratory Research: Used to investigate a problem that is not clearly defined, this type of research can be used to establish cause-and-effect relationships. It can be applied in a wide range of fields from business to literature. 
• Correlational Research: This identifies the relationship between two or more variables to see if and how they interact with each other. Very commonly used in psychological and statistical applications. 

The Importance Of Qualitative Research

This type of research is most commonly used in scientific and social applications. It collects, compares and interprets information to specifically address the “how” and “why” research questions. 

Qualitative research allows you to ask questions that cannot be easily put into numbers to understand human experience because you’re not limited by survey instruments with a fixed set of possible responses.

Information can be gathered in numerous ways including interviews, focus groups and ethnographic research which is then all reported in the language of the informant instead of statistical analyses. 

This type of research is important because they do not usually require a hypothesis to be carried out. Instead, it is an open-ended research approach that can be adapted and changed while the study is ongoing. This enhances the quality of the data and insights generated and creates a much more unique set of data to analyse. 

The Process Of Scientific Research

No matter the type of research completed, it will be shared and read by others. Whether this is with colleagues at work, peers at university, or whilst it’s being reviewed and repeated during secondary analysis.

A reliable procedure is necessary in order to obtain the best information which is why it’s important to have a plan. Here are the six basic steps that apply in any research process. 

• Observation and asking questions: Seeing a phenomenon and asking yourself ‘How, What, When, Who, Which, Why, or Where?’. It is best that these questions are measurable and answerable through experimentation. 
• Gathering information: Doing some background research to learn what is already known about the topic, and what you need to find out. 
• Forming a hypothesis: Constructing a tentative statement to study.
• Testing the hypothesis: Conducting an experiment to test the accuracy of your statement. This is a way to gather data about your predictions and should be easy to repeat. 
• Making conclusions: Analysing the data from the experiment(s) and drawing conclusions about whether they support or contradict your hypothesis. 
• Reporting: Presenting your findings in a clear way to communicate with others. This could include making a video, writing a report or giving a presentation to illustrate your findings. 

Although most scientists and researchers use this method, it may be tweaked between one study and another. Skipping or repeating steps is common within, however the core principles of the research process still apply.

By clearly explaining the steps and procedures used throughout the study, other researchers can then replicate the results. This is especially beneficial for peer reviews that try to replicate the results to ensure that the study is sound. 

What Is The Importance Of Research In Everyday Life?

Conducting a research study and comparing it to how important it is in everyday life are two very different things.

Carrying out research allows you to gain a deeper understanding of science and medicine by developing research questions and letting your curiosity blossom. You can experience what it is like to work in a lab and learn about the whole reasoning behind the scientific process. But how does that impact everyday life? 

Simply put, it allows us to disprove lies and support truths. This can help society to develop a confident attitude and not believe everything as easily, especially with the rise of fake news.

Research is the best and reliable way to understand and act on the complexities of various issues that we as humans are facing. From technology to healthcare to defence to climate change, carrying out studies is the only safe and reliable way to face our future.

Not only does research sharpen our brains, but also helps us to understand various issues of life in a much larger manner, always leaving us questioning everything and fuelling our need for answers. 

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A Beginner's Guide to Starting the Research Process

When you have to write a thesis or dissertation , it can be hard to know where to begin, but there are some clear steps you can follow.

The research process often begins with a very broad idea for a topic you’d like to know more about. You do some preliminary research to identify a  problem . After refining your research questions , you can lay out the foundations of your research design , leading to a proposal that outlines your ideas and plans.

This article takes you through the first steps of the research process, helping you narrow down your ideas and build up a strong foundation for your research project.

Table of contents

Step 1: choose your topic, step 2: identify a problem, step 3: formulate research questions, step 4: create a research design, step 5: write a research proposal, other interesting articles.

First you have to come up with some ideas. Your thesis or dissertation topic can start out very broad. Think about the general area or field you’re interested in—maybe you already have specific research interests based on classes you’ve taken, or maybe you had to consider your topic when applying to graduate school and writing a statement of purpose .

Even if you already have a good sense of your topic, you’ll need to read widely to build background knowledge and begin narrowing down your ideas. Conduct an initial literature review to begin gathering relevant sources. As you read, take notes and try to identify problems, questions, debates, contradictions and gaps. Your aim is to narrow down from a broad area of interest to a specific niche.

Make sure to consider the practicalities: the requirements of your programme, the amount of time you have to complete the research, and how difficult it will be to access sources and data on the topic. Before moving onto the next stage, it’s a good idea to discuss the topic with your thesis supervisor.

>>Read more about narrowing down a research topic

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So you’ve settled on a topic and found a niche—but what exactly will your research investigate, and why does it matter? To give your project focus and purpose, you have to define a research problem .

The problem might be a practical issue—for example, a process or practice that isn’t working well, an area of concern in an organization’s performance, or a difficulty faced by a specific group of people in society.

Alternatively, you might choose to investigate a theoretical problem—for example, an underexplored phenomenon or relationship, a contradiction between different models or theories, or an unresolved debate among scholars.

To put the problem in context and set your objectives, you can write a problem statement . This describes who the problem affects, why research is needed, and how your research project will contribute to solving it.

>>Read more about defining a research problem

Next, based on the problem statement, you need to write one or more research questions . These target exactly what you want to find out. They might focus on describing, comparing, evaluating, or explaining the research problem.

A strong research question should be specific enough that you can answer it thoroughly using appropriate qualitative or quantitative research methods. It should also be complex enough to require in-depth investigation, analysis, and argument. Questions that can be answered with “yes/no” or with easily available facts are not complex enough for a thesis or dissertation.

In some types of research, at this stage you might also have to develop a conceptual framework and testable hypotheses .

>>See research question examples

The research design is a practical framework for answering your research questions. It involves making decisions about the type of data you need, the methods you’ll use to collect and analyze it, and the location and timescale of your research.

There are often many possible paths you can take to answering your questions. The decisions you make will partly be based on your priorities. For example, do you want to determine causes and effects, draw generalizable conclusions, or understand the details of a specific context?

You need to decide whether you will use primary or secondary data and qualitative or quantitative methods . You also need to determine the specific tools, procedures, and materials you’ll use to collect and analyze your data, as well as your criteria for selecting participants or sources.

>>Read more about creating a research design

Finally, after completing these steps, you are ready to complete a research proposal . The proposal outlines the context, relevance, purpose, and plan of your research.

As well as outlining the background, problem statement, and research questions, the proposal should also include a literature review that shows how your project will fit into existing work on the topic. The research design section describes your approach and explains exactly what you will do.

You might have to get the proposal approved by your supervisor before you get started, and it will guide the process of writing your thesis or dissertation.

>>Read more about writing a research proposal

If you want to know more about the research process , methodology , research bias , or statistics , make sure to check out some of our other articles with explanations and examples.

Methodology

• Sampling methods
• Simple random sampling
• Stratified sampling
• Cluster sampling
• Likert scales
• Reproducibility

 Statistics

• Null hypothesis
• Statistical power
• Probability distribution
• Effect size
• Poisson distribution

Research bias

• Optimism bias
• Cognitive bias
• Implicit bias
• Hawthorne effect
• Anchoring bias
• Explicit bias

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2.1 Why Is Research Important?

Learning objectives.

By the end of this section, you will be able to:

• Explain how scientific research addresses questions about behavior
• Discuss how scientific research guides public policy
• Appreciate how scientific research can be important in making personal decisions

Scientific research is a critical tool for successfully navigating our complex world. Without it, we would be forced to rely solely on intuition, other people’s authority, and blind luck. While many of us feel confident in our abilities to decipher and interact with the world around us, history is filled with examples of how very wrong we can be when we fail to recognize the need for evidence in supporting claims. At various times in history, we would have been certain that the sun revolved around a flat earth, that the earth’s continents did not move, and that mental illness was caused by possession ( Figure 2.2 ). It is through systematic scientific research that we divest ourselves of our preconceived notions and superstitions and gain an objective understanding of ourselves and our world.

The goal of all scientists is to better understand the world around them. Psychologists focus their attention on understanding behavior, as well as the cognitive (mental) and physiological (body) processes that underlie behavior. In contrast to other methods that people use to understand the behavior of others, such as intuition and personal experience, the hallmark of scientific research is that there is evidence to support a claim. Scientific knowledge is empirical : It is grounded in objective, tangible evidence that can be observed time and time again, regardless of who is observing.

While behavior is observable, the mind is not. If someone is crying, we can see behavior. However, the reason for the behavior is more difficult to determine. Is the person crying due to being sad, in pain, or happy? Sometimes we can learn the reason for someone’s behavior by simply asking a question, like “Why are you crying?” However, there are situations in which an individual is either uncomfortable or unwilling to answer the question honestly, or is incapable of answering. For example, infants would not be able to explain why they are crying. In such circumstances, the psychologist must be creative in finding ways to better understand behavior. This chapter explores how scientific knowledge is generated, and how important that knowledge is in forming decisions in our personal lives and in the public domain.

Use of Research Information

Trying to determine which theories are and are not accepted by the scientific community can be difficult, especially in an area of research as broad as psychology. More than ever before, we have an incredible amount of information at our fingertips, and a simple internet search on any given research topic might result in a number of contradictory studies. In these cases, we are witnessing the scientific community going through the process of reaching a consensus, and it could be quite some time before a consensus emerges. For example, the explosion in our use of technology has led researchers to question whether this ultimately helps or hinders us. The use and implementation of technology in educational settings has become widespread over the last few decades. Researchers are coming to different conclusions regarding the use of technology. To illustrate this point, a study investigating a smartphone app targeting surgery residents (graduate students in surgery training) found that the use of this app can increase student engagement and raise test scores (Shaw & Tan, 2015). Conversely, another study found that the use of technology in undergraduate student populations had negative impacts on sleep, communication, and time management skills (Massimini & Peterson, 2009). Until sufficient amounts of research have been conducted, there will be no clear consensus on the effects that technology has on a student's acquisition of knowledge, study skills, and mental health.

In the meantime, we should strive to think critically about the information we encounter by exercising a degree of healthy skepticism. When someone makes a claim, we should examine the claim from a number of different perspectives: what is the expertise of the person making the claim, what might they gain if the claim is valid, does the claim seem justified given the evidence, and what do other researchers think of the claim? This is especially important when we consider how much information in advertising campaigns and on the internet claims to be based on “scientific evidence” when in actuality it is a belief or perspective of just a few individuals trying to sell a product or draw attention to their perspectives.

We should be informed consumers of the information made available to us because decisions based on this information have significant consequences. One such consequence can be seen in politics and public policy. Imagine that you have been elected as the governor of your state. One of your responsibilities is to manage the state budget and determine how to best spend your constituents’ tax dollars. As the new governor, you need to decide whether to continue funding early intervention programs. These programs are designed to help children who come from low-income backgrounds, have special needs, or face other disadvantages. These programs may involve providing a wide variety of services to maximize the children's development and position them for optimal levels of success in school and later in life (Blann, 2005). While such programs sound appealing, you would want to be sure that they also proved effective before investing additional money in these programs. Fortunately, psychologists and other scientists have conducted vast amounts of research on such programs and, in general, the programs are found to be effective (Neil & Christensen, 2009; Peters-Scheffer, Didden, Korzilius, & Sturmey, 2011). While not all programs are equally effective, and the short-term effects of many such programs are more pronounced, there is reason to believe that many of these programs produce long-term benefits for participants (Barnett, 2011). If you are committed to being a good steward of taxpayer money, you would want to look at research. Which programs are most effective? What characteristics of these programs make them effective? Which programs promote the best outcomes? After examining the research, you would be best equipped to make decisions about which programs to fund.

Link to Learning

Watch this video about early childhood program effectiveness to learn how scientists evaluate effectiveness and how best to invest money into programs that are most effective.

Ultimately, it is not just politicians who can benefit from using research in guiding their decisions. We all might look to research from time to time when making decisions in our lives. Imagine that your sister, Maria, expresses concern about her two-year-old child, Umberto. Umberto does not speak as much or as clearly as the other children in his daycare or others in the family. Umberto's pediatrician undertakes some screening and recommends an evaluation by a speech pathologist, but does not refer Maria to any other specialists. Maria is concerned that Umberto's speech delays are signs of a developmental disorder, but Umberto's pediatrician does not; she sees indications of differences in Umberto's jaw and facial muscles. Hearing this, you do some internet searches, but you are overwhelmed by the breadth of information and the wide array of sources. You see blog posts, top-ten lists, advertisements from healthcare providers, and recommendations from several advocacy organizations. Why are there so many sites? Which are based in research, and which are not?

In the end, research is what makes the difference between facts and opinions. Facts are observable realities, and opinions are personal judgments, conclusions, or attitudes that may or may not be accurate. In the scientific community, facts can be established only using evidence collected through empirical research.

NOTABLE RESEARCHERS

Psychological research has a long history involving important figures from diverse backgrounds. While the introductory chapter discussed several researchers who made significant contributions to the discipline, there are many more individuals who deserve attention in considering how psychology has advanced as a science through their work ( Figure 2.3 ). For instance, Margaret Floy Washburn (1871–1939) was the first woman to earn a PhD in psychology. Her research focused on animal behavior and cognition (Margaret Floy Washburn, PhD, n.d.). Mary Whiton Calkins (1863–1930) was a preeminent first-generation American psychologist who opposed the behaviorist movement, conducted significant research into memory, and established one of the earliest experimental psychology labs in the United States (Mary Whiton Calkins, n.d.).

Francis Sumner (1895–1954) was the first African American to receive a PhD in psychology in 1920. His dissertation focused on issues related to psychoanalysis. Sumner also had research interests in racial bias and educational justice. Sumner was one of the founders of Howard University’s department of psychology, and because of his accomplishments, he is sometimes referred to as the “Father of Black Psychology.” Thirteen years later, Inez Beverly Prosser (1895–1934) became the first African American woman to receive a PhD in psychology. Prosser’s research highlighted issues related to education in segregated versus integrated schools, and ultimately, her work was very influential in the hallmark Brown v. Board of Education Supreme Court ruling that segregation of public schools was unconstitutional (Ethnicity and Health in America Series: Featured Psychologists, n.d.).

Although the establishment of psychology’s scientific roots occurred first in Europe and the United States, it did not take much time until researchers from around the world began to establish their own laboratories and research programs. For example, some of the first experimental psychology laboratories in South America were founded by Horatio Piñero (1869–1919) at two institutions in Buenos Aires, Argentina (Godoy & Brussino, 2010). In India, Gunamudian David Boaz (1908–1965) and Narendra Nath Sen Gupta (1889–1944) established the first independent departments of psychology at the University of Madras and the University of Calcutta, respectively. These developments provided an opportunity for Indian researchers to make important contributions to the field (Gunamudian David Boaz, n.d.; Narendra Nath Sen Gupta, n.d.).

When the American Psychological Association (APA) was first founded in 1892, all of the members were White males (Women and Minorities in Psychology, n.d.). However, by 1905, Mary Whiton Calkins was elected as the first female president of the APA, and by 1946, nearly one-quarter of American psychologists were female. Psychology became a popular degree option for students enrolled in the nation’s historically Black higher education institutions, increasing the number of Black Americans who went on to become psychologists. Given demographic shifts occurring in the United States and increased access to higher educational opportunities among historically underrepresented populations, there is reason to hope that the diversity of the field will increasingly match the larger population, and that the research contributions made by the psychologists of the future will better serve people of all backgrounds (Women and Minorities in Psychology, n.d.).

The Process of Scientific Research

Scientific knowledge is advanced through a process known as the scientific method . Basically, ideas (in the form of theories and hypotheses) are tested against the real world (in the form of empirical observations), and those empirical observations lead to more ideas that are tested against the real world, and so on. In this sense, the scientific process is circular. The types of reasoning within the circle are called deductive and inductive. In deductive reasoning , ideas are tested in the real world; in inductive reasoning , real-world observations lead to new ideas ( Figure 2.4 ). These processes are inseparable, like inhaling and exhaling, but different research approaches place different emphasis on the deductive and inductive aspects.

In the scientific context, deductive reasoning begins with a generalization—one hypothesis—that is then used to reach logical conclusions about the real world. If the hypothesis is correct, then the logical conclusions reached through deductive reasoning should also be correct. A deductive reasoning argument might go something like this: All living things require energy to survive (this would be your hypothesis). Ducks are living things. Therefore, ducks require energy to survive (logical conclusion). In this example, the hypothesis is correct; therefore, the conclusion is correct as well. Sometimes, however, an incorrect hypothesis may lead to a logical but incorrect conclusion. Consider this argument: all ducks are born with the ability to see. Quackers is a duck. Therefore, Quackers was born with the ability to see. Scientists use deductive reasoning to empirically test their hypotheses. Returning to the example of the ducks, researchers might design a study to test the hypothesis that if all living things require energy to survive, then ducks will be found to require energy to survive.

Deductive reasoning starts with a generalization that is tested against real-world observations; however, inductive reasoning moves in the opposite direction. Inductive reasoning uses empirical observations to construct broad generalizations. Unlike deductive reasoning, conclusions drawn from inductive reasoning may or may not be correct, regardless of the observations on which they are based. For instance, you may notice that your favorite fruits—apples, bananas, and oranges—all grow on trees; therefore, you assume that all fruit must grow on trees. This would be an example of inductive reasoning, and, clearly, the existence of strawberries, blueberries, and kiwi demonstrate that this generalization is not correct despite it being based on a number of direct observations. Scientists use inductive reasoning to formulate theories, which in turn generate hypotheses that are tested with deductive reasoning. In the end, science involves both deductive and inductive processes.

For example, case studies, which you will read about in the next section, are heavily weighted on the side of empirical observations. Thus, case studies are closely associated with inductive processes as researchers gather massive amounts of observations and seek interesting patterns (new ideas) in the data. Experimental research, on the other hand, puts great emphasis on deductive reasoning.

We’ve stated that theories and hypotheses are ideas, but what sort of ideas are they, exactly? A theory is a well-developed set of ideas that propose an explanation for observed phenomena. Theories are repeatedly checked against the world, but they tend to be too complex to be tested all at once; instead, researchers create hypotheses to test specific aspects of a theory.

A hypothesis is a testable prediction about how the world will behave if our idea is correct, and it is often worded as an if-then statement (e.g., if I study all night, I will get a passing grade on the test). The hypothesis is extremely important because it bridges the gap between the realm of ideas and the real world. As specific hypotheses are tested, theories are modified and refined to reflect and incorporate the result of these tests Figure 2.5 .

To see how this process works, let’s consider a specific theory and a hypothesis that might be generated from that theory. As you’ll learn in a later chapter, the James-Lange theory of emotion asserts that emotional experience relies on the physiological arousal associated with the emotional state. If you walked out of your home and discovered a very aggressive snake waiting on your doorstep, your heart would begin to race and your stomach churn. According to the James-Lange theory, these physiological changes would result in your feeling of fear. A hypothesis that could be derived from this theory might be that a person who is unaware of the physiological arousal that the sight of the snake elicits will not feel fear.

A scientific hypothesis is also falsifiable , or capable of being shown to be incorrect. Recall from the introductory chapter that Sigmund Freud had lots of interesting ideas to explain various human behaviors ( Figure 2.6 ). However, a major criticism of Freud’s theories is that many of his ideas are not falsifiable; for example, it is impossible to imagine empirical observations that would disprove the existence of the id, the ego, and the superego—the three elements of personality described in Freud’s theories. Despite this, Freud’s theories are widely taught in introductory psychology texts because of their historical significance for personality psychology and psychotherapy, and these remain the root of all modern forms of therapy.

In contrast, the James-Lange theory does generate falsifiable hypotheses, such as the one described above. Some individuals who suffer significant injuries to their spinal columns are unable to feel the bodily changes that often accompany emotional experiences. Therefore, we could test the hypothesis by determining how emotional experiences differ between individuals who have the ability to detect these changes in their physiological arousal and those who do not. In fact, this research has been conducted and while the emotional experiences of people deprived of an awareness of their physiological arousal may be less intense, they still experience emotion (Chwalisz, Diener, & Gallagher, 1988).

Scientific research’s dependence on falsifiability allows for great confidence in the information that it produces. Typically, by the time information is accepted by the scientific community, it has been tested repeatedly.

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More From Forbes

The role of research at universities: why it matters.

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Teaching and learning, research and discovery, synthesis and creativity, understanding and engagement, service and outreach. There are many “core elements” to the mission of a great university. Teaching would seem the most obvious, but for those outside of the university, “research” (taken to include scientific research, scholarship more broadly, as well as creative activity) may be the least well understood. This creates misunderstanding of how universities invest resources, especially those deriving from undergraduate tuition and state (or other public) support, and the misperception that those resources are being diverted away from what is believed should be the core (and sole) focus, teaching. This has led to a loss of trust, confidence, and willingness to continue to invest or otherwise support (especially our public) universities.

Why are universities engaged in the conduct of research? Who pays? Who benefits? And why does it all matter? Good questions. Let’s get to some straightforward answers. Because the academic research enterprise really is not that difficult to explain, and its impacts are profound.

So let’s demystify university-based research. And in doing so, hopefully we can begin building both better understanding and a better relationship between the public and higher education, both of which are essential to the future of US higher education.   

Why are universities engaged in the conduct of research?

Universities engage in research as part of their missions around learning and discovery. This, in turn, contributes directly and indirectly to their primary mission of teaching. Universities and many colleges (the exception being those dedicated exclusively to undergraduate teaching) have as part of their mission the pursuit of scholarship. This can come in the form of fundamental or applied research (both are most common in the STEM fields, broadly defined), research-based scholarship or what often is called “scholarly activity” (most common in the social sciences and humanities), or creative activity (most common in the arts). Increasingly, these simple categorizations are being blurred, for all good reasons and to the good of the discovery of new knowledge and greater understanding of complex (transdisciplinary) challenges and the creation of increasingly interrelated fields needed to address them.

It goes without saying that the advancement of knowledge (discovery, innovation, creation) is essential to any civilization. Our nation’s research universities represent some of the most concentrated communities of scholars, facilities, and collective expertise engaged in these activities. But more importantly, this is where higher education is delivered, where students develop breadth and depth of knowledge in foundational and advanced subjects, where the skills for knowledge acquisition and understanding (including contextualization, interpretation, and inference) are honed, and where students are educated, trained, and otherwise prepared for successful careers. Part of that training and preparation derives from exposure to faculty who are engaged at the leading-edge of their fields, through their research and scholarly work. The best faculty, the teacher-scholars, seamlessly weave their teaching and research efforts together, to their mutual benefit, and in a way that excites and engages their students. In this way, the next generation of scholars (academic or otherwise) is trained, research and discovery continue to advance inter-generationally, and the cycle is perpetuated.

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University research can be expensive, particularly in laboratory-intensive fields. But the responsibility for much (indeed most) of the cost of conducting research falls to the faculty member. Faculty who are engaged in research write grants for funding (e.g., from federal and state agencies, foundations, and private companies) to support their work and the work of their students and staff. In some cases, the universities do need to invest heavily in equipment, facilities, and personnel to support select research activities. But they do so judiciously, with an eye toward both their mission, their strategic priorities, and their available resources.

Medical research, and medical education more broadly, is expensive and often requires substantial institutional investment beyond what can be covered by clinical operations or externally funded research. But universities with medical schools/medical centers have determined that the value to their educational and training missions as well as to their communities justifies the investment. And most would agree that university-based medical centers are of significant value to their communities, often providing best-in-class treatment and care in midsize and smaller communities at a level more often seen in larger metropolitan areas.

Research in the STEM fields (broadly defined) can also be expensive. Scientific (including medical) and engineering research often involves specialized facilities or pieces of equipment, advanced computing capabilities, materials requiring controlled handling and storage, and so forth. But much of this work is funded, in large part, by federal agencies such as the National Science Foundation, National Institutes of Health, US Department of Energy, US Department of Agriculture, and many others.

Research in the social sciences is often (not always) less expensive, requiring smaller amount of grant funding. As mentioned previously, however, it is now becoming common to have physical, natural, and social scientist teams pursuing large grant funding. This is an exciting and very promising trend for many reasons, not the least of which is the nature of the complex problems being studied.

Research in the arts and humanities typically requires the least amount of funding as it rarely requires the expensive items listed previously. Funding from such organizations as the National Endowment for the Arts, National Endowment for the Humanities, and private foundations may be able to support significant scholarship and creation of new knowledge or works through much more modest grants than would be required in the natural or physical sciences, for example.

Philanthropy may also be directed toward the support of research and scholarly activity at universities. Support from individual donors, family foundations, private or corporate foundations may be directed to support students, faculty, labs or other facilities, research programs, galleries, centers, and institutes.

Who benefits?

Students, both undergraduate and graduate, benefit from studying in an environment rich with research and discovery. Besides what the faculty can bring back to the classroom, there are opportunities to engage with faculty as part of their research teams and even conduct independent research under their supervision, often for credit. There are opportunities to learn about and learn on state-of-the-art equipment, in state-of-the-art laboratories, and from those working on the leading edge in a discipline. There are opportunities to co-author, present at conferences, make important connections, and explore post-graduate pathways.

The broader university benefits from active research programs. Research on timely and important topics attracts attention, which in turn leads to greater institutional visibility and reputation. As a university becomes known for its research in certain fields, they become magnets for students, faculty, grants, media coverage, and even philanthropy. Strength in research helps to define a university’s “brand” in the national and international marketplace, impacting everything from student recruitment, to faculty retention, to attracting new investments.

The community, region, and state benefits from the research activity of the university. This is especially true for public research universities. Research also contributes directly to economic development, clinical, commercial, and business opportunities. Resources brought into the university through grants and contracts support faculty, staff, and student salaries, often adding additional jobs, contributing directly to the tax base. Research universities, through their expertise, reputation, and facilities, can attract new businesses into their communities or states. They can also launch and incubate startup companies, or license and sell their technologies to other companies. Research universities often host meeting and conferences which creates revenue for local hotels, restaurants, event centers, and more. And as mentioned previously, university medical centers provide high-quality medical care, often in midsize communities that wouldn’t otherwise have such outstanding services and state-of-the-art facilities.

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And finally, why does this all matter?

Research is essential to advancing society, strengthening the economy, driving innovation, and addressing the vexing and challenging problems we face as a people, place, and planet. It’s through research, scholarship, and discovery that we learn about our history and ourselves, understand the present context in which we live, and plan for and secure our future.

Research universities are vibrant, exciting, and inspiring places to learn and to work. They offer opportunities for students that few other institutions can match – whether small liberal arts colleges, mid-size teaching universities, or community colleges – and while not right for every learner or every educator, they are right for many, if not most. The advantages simply cannot be ignored. Neither can the importance or the need for these institutions. They need not be for everyone, and everyone need not find their way to study or work at our research universities, and we stipulate that there are many outstanding options to meet and support different learning styles and provide different environments for teaching and learning. But it’s critically important that we continue to support, protect, and respect research universities for all they do for their students, their communities and states, our standing in the global scientific community, our economy, and our nation.

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8 Reasons Why Research is Important and Steps to Conduct Research

Research is a vital component of today’s society and significantly impacts our lives. It is impossible to exaggerate the importance of research since it gives us important knowledge and insights into various facets of life. 

Research greatly influences our daily lives, from understanding diseases and discovering treatments to creating new technologies and inventions. However, this article will discuss eight factors that make research important and how it affects society. 

So, why is research important? Let’s get into the article to discover the answer to your question.

Table of Contents

Importance of Research

There are several reasons why research is important. In every aspect of our lives, research plays a vital role. These aspects may include:

• Making informed decisions, 
• Advancing technology and innovation, 
• Resolving real-world issues, 
• Enhancing education and learning, 
• Promoting economic growth, and 
• Ensuring that facts support laws and policies. 

Moreover, researchers can find new knowledge that advances our understanding of a particular topic by performing in-depth examinations and experiments. We may use this information to address problems in the real world and apply it to various sectors, including social sciences and medicine. 

We can make wiser decisions regarding our health, finances, and other matters because of the accurate and dependable knowledge we receive through research.

Why Research Matters: Uncovering the Top 8 Reasons

This section will cover the top reasons for the importance of research. Let’s get in to explore!

1. Acquire Knowledge Effectively

Research is a good method of learning about a certain subject. Researchers conduct lengthy studies and experiments to get insightful findings and collect and analyze data. By providing us deeper understanding and knowledge about the topic, this process helps us make better judgments. 

Whether you are a professional, a student, or just someone interested, research is a great way to learn new things and expand your knowledge.

2. Helps in Problem-Solving

Real-world problem-solving heavily relies on research. Researchers perform studies and experiments to determine the underlying causes of a certain problem and create methods to solve it. 

For example, social science research has assisted in addressing challenges like poverty, injustice, and prejudice, while medical research has contributed to discovering vaccinations and life-saving therapies. 

Research aids us in addressing some of the most difficult issues our society is now experiencing by offering answers supported by evidence.

3. Provides the Latest Information

Research gives us the most recent and accurate information about a given subject. Researchers revise their studies to account for changes when new revelations and data are discovered. 

This guarantees that we consistently use the most up-to-date and trustworthy information, enabling us to make better and more informed decisions. In order to succeed, you need to have access to the most recent knowledge, regardless of your line of work, whether it is business, school, or anything else.

4. Builds Credibility

Building credibility in your profession via research is beneficial. You show your knowledge and competence on a subject when you undertake research and publish your results. 

This might offer new professional growth and development prospects by establishing you as an authority in your sector. Furthermore, you demonstrate your dedication to accuracy and dependability by relying on evidence-based information, further boosting your credibility .

5. Helps in Business Success 

Businesses must conduct research if they want to succeed. Companies may find new possibilities, comprehend customer preferences, and create development plans by performing market research . 

Research also aids in spotting emerging trends and technology that might provide companies with a competitive edge. Research enables businesses to remain ahead of the curve and achieve long-term success by investing.

6. Discover and Seize Opportunities

Want to get benefits from new opportunities? Say yes to research. 

Finding and taking advantage of new opportunities is made easier by research. Research may assist you in spotting new trends and potential development areas, whether you are an entrepreneur, a student, or a professional. 

Keeping up with the most recent research will enable you to spot fresh chances for professional and personal growth, which will help you realize your objectives.

7. Introduces You to New Ideas

Another reason for the importance of research is it introduces you to various new ideas. You learn new concepts and methods of thinking through research. 

You can discover multiple theories, thoughts, and problem-solving methods by reading research papers and publications. This can deepen your comprehension of a topic and present fresh professional and personal development opportunities.

Let’s say you are an Instagram influencer and want new content ideas. By thoroughly researching new trends and problems people face nowadays, you will get multiple ideas for your content. 

8. Helps You to Reach People

Research makes reaching people and understanding their thoughts, attitudes, and behaviors possible. Researchers can gather data and use it to analyze it to acquire insights into the beliefs and attitudes of various groups of people by researching a certain issue. 

This information helps in understanding how and why individuals make decisions. Additionally, research can be used to identify consumer needs and preferences, allowing businesses to create targeted marketing campaigns.

Overall, research is a wonderful tool for interacting with people since it allows us to understand them better and make decisions based on their thoughts and feedback.

How to Improve Your Research Skills

As research is vital in every field, it is also an important task to improve your research skills. In this section, we will discover all the tips and tricks for mastering and making the most out of your research skills . 

1. Start with a Big Picture and Make Work Your Way Down

A clear idea of the larger picture is one of the most critical parts of conducting research. This entails having a wide awareness of the issue under consideration and the context in which it exists. 

Beginning with the large picture and working your way down might assist you in identifying the essential concepts and ideas most important to your research issue. Consider the situation where you are researching the impact of social media on mental health. In such a scenario, you may begin by studying the origins and development of social media, as well as its various uses and negative effects. 

You may then focus on certain platforms and their impact on mental health. However, you can find the most relevant sources of information and ensure your research is thorough and well-informed by having a clear awareness of the broader picture.

2. Identify Reliable Sources

Finding trustworthy sources of information is the next step after having a firm grasp of the larger picture. Peer-reviewed publications published by respected publishers and founded on reliable research methodologies are considered reliable. 

There are several methods for locating reliable sources of information. One of the most effective approaches is utilizing academic databases like JSTOR, Google Scholar, and PubMed.

These databases enable you to look for publications that have undergone peer review and have been issued by respectable publishers. To find trustworthy information sources, you may also speak with subject-respective experts, librarians, and other experts in your industry.

3. Validate Information from Multiple Sources

The next step is to validate the data you acquired from multiple sources after identifying your information sources. To make sure the data you’ve obtained from various sources is reliable and consistent, you should compare and contrast it.

Searching for confirming evidence from several sources is one technique to verify the information. Similar findings from several sources increase the likelihood that the data is accurate. 

To confirm that the writers of the sources you are utilizing are competent to write on the subject, you may also verify their qualifications and experience.

4. Take in New Information

Constantly absorbing fresh information is another important component of strengthening your research abilities. This entails staying up-to-date with the most recent findings and advancements inside and outside your profession. 

Reading blogs, signing up for academic journals and newsletters, attending conferences, and taking seminars are all fantastic methods to keep up with the most recent developments and trends in your profession.

5. Stay Organized  

Keeping organized is one of the most important aspects of conducting research. This entails recording the sources you have used, making notes, and putting your thoughts and ideas in a simple structure to find and comprehend.

By making it simple to save and manage sources, create citations and bibliographies, and make notes on the sources you have used, using a citation manager like Mendeley, EndNote, or Zotero may help you keep organized. 

You can also organize your thoughts and ideas to access and comprehend them by generating an outline or mind map. This helps you in staying on course and ensuring that your research is thorough and organized.

Steps to Conduct Research for Beginners

For new researchers, doing research may be a difficult task. However, it can be a rewarding and enjoyable experience with the right approach and mindset. 

Here are some steps that new researchers can take to conduct effective research:

1. Define Your Research Question

Defining your research question is the initial stage in every research project. It must be precise, understandable, and comprehensible. You may stay focused and be guided through the research process using a solid research question.

2. Conduct a Literature Review

It’s very important to perform a literature review before beginning your research. To do this, you must locate and read the relevant literature on the subject of your study. It can support your study and help you find gaps in existing knowledge and possible research avenues.

3. Choose Your Research Methodology

There are various research methodologies you can use in your research. These may include: 

• Interviews, 
• Experiments, and 
• Case studies. 

Selecting the technique that best suits your research topic is important to guarantee that you gather the data you need to answer your research question.

4. Collect and Analyze Data

Data collection may begin once your research topic has been established, a literature review has been completed, and your methodology has been decided upon. This includes gathering and recording data from various sources, including surveys, interviews, and experiments.

After gathering data, you must analyze it to conclude your research topic. Depending on the data you have gathered, you may need to employ statistical analysis, coding, or other procedures.

5. Interpret Your Results

Following data analysis, it’s critical to interpret your findings. This entails interpreting the information and coming to conclusions that address your research issue. When interpreting your results, it’s crucial to be unbiased and objective.

6. Communicate Your Findings

Sharing your results is the last stage. This entails succinctly and clearly articulating your study topic, technique, data gathering, analysis, and interpretation. To display your findings, you can utilize a variety of forms, including reports, presentations, and articles.

Although it requires patience, focus, and critical thinking, conducting research can be rewarding and interesting.

Why is Marketing Research Important?

Any company that wants to succeed in today’s competitive business environment must invest in marketing research. It entails compiling and evaluating data on customers, rivals, and the market at large. 

This information is utilized to create efficient marketing plans, enhance goods and services, and make wise business decisions.

1. Better Business-Client Understanding  

The ability to better understand clients is one of the main benefits of marketing research for firms. Businesses can discover patterns and trends that might guide their marketing strategy by gathering data on customer behavior, preferences, and attitudes. 

For instance, if a company discovers that a substantial portion of its clients favors eco-friendly items, it may utilize this knowledge to create and promote goods that satisfy this need.

2. It Helps in Staying Competitive

By monitoring the tactics and products of rival companies, marketing research also helps organizations stay competitive. Businesses can find ways to set themselves apart and obtain a competitive edge by examining the strengths and shortcomings of their rivals.

3. It Helps in Identifying Potential Risks

Additionally, marketing research can assist companies in identifying and reducing potential risks. Businesses may foresee prospective market shifts and modify their plans appropriately by gathering data on market trends and customer behavior. 

This can help them avoid expensive errors and adjust rapidly to evolving situations.

In conclusion, research is important in many facets of life, whether for personal or professional reasons. It is impossible to neglect the importance of research since it gives us the knowledge and information we need to solve issues, innovate, and make wise decisions. 

By strengthening our research abilities, we can efficiently acquire and analyze data, maintain organization, and utilize priceless resources like libraries and specialists. 

Moreover, research is useful in marketing because it helps companies understand their customers, assess the success of their marketing campaigns, and spot possible dangers. Research is an effective instrument that we may use to further our objectives and improve the world.

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Introduction

The nature of work is changing as technology enables new forms of automation and communication across many industries. Although the image of human-like robots replacing human jobs is vivid, it does not reflect the typical ways people will engage with automation and how technology will change job requirements in the future. A more relevant picture is one in which people interact over dispersed networks using continuously improving communication platforms mediated by artificial intelligence (AI). Examples include the acceleration of remote working arrangements caused by the COVID-19 pandemic and the increased use of remote control operations across many industries including mining, manufacturing, transport, education and health.

Historically, automation has replaced more routine physically demanding, dangerous or repetitive work in industries such as manufacturing, with little impact on professional and managerial occupations 1 . However, since the mid-2010s, automation has replaced many repetitive error-prone administrative tasks such as processing legal documents, directing service queries and employee selection screening 2 , 3 . Thus, work requirements for employees are increasingly encompassing tasks that cannot be readily automated, such as interpersonal negotiations and service innovations 4 : in other words, work that cannot be easily achieved through algorithms.

The role of motivation is often overlooked when designing and implementing technology in the workplace, even though technological changes can have a major impact on people’s motivation. Self-determination theory offers a useful multidimensional conceptualization of motivation that can help predict these impacts. According to self-determination theory 5 , 6 , three psychological needs must be fulfilled to adequately motivate workers and ensure that they perform optimally and experience well-being. Specifically, people need to feel that they are effective and masters of their environment (need for competence), that they are agents of their own behaviour as opposed to a ‘pawn’ of external pressures (need for autonomy), and that they experience meaningful connections with other people (need for relatedness) 5 , 7 . Meta-analytic evidence shows that satisfying these three needs is associated with better performance, reduced burnout, more organizational commitment and reduced turnover intentions 8 .

Self-determination theory also distinguishes between different types of motivation that workers might experience: intrinsic motivation (doing something for its own sake, out of interest and enjoyment), extrinsic motivation (doing something for an instrumental reason) and amotivation (lacking any reason to engage in an activity). Extrinsic motivation is subdivided according to the degree to which external influences are internalized (absorbed and transformed into internal tools to regulate activity engagement) 5 , 9 . According to meta-analytic evidence, more self-determined (that is, intrinsic or more internalized) motivation is more positively associated with key attitudinal and performance outcomes, such as job satisfaction, organizational commitment, job performance and proactivity than more controlled motivation (that is, extrinsic or less internalized) 10 . Consequently, researchers advocate the development and promotion of self-determined motivation across various life domains, including work 11 . Satisfaction of the three psychological needs described above is significantly related to more self-determined motivation 8 .

Given the impact of the needs proposed in self-determination theory on work motivation and consequently work outcomes (Fig.  1 ), it is important to find ways to satisfy these needs and avoid undermining them in the workplace. Organizational research has consequently focused on managerial and leadership behaviours that support or thwart these needs and promote different types of work motivation 12 , 13 , 14 , 15 , 16 , 17 , 18 , 19 , 20 , 21 , 22 , 23 (Fig.  2 ). There is also substantial research on the effects of work design (the nature and organization of people’s work tasks within a job or role, such as who makes what decisions, the extent to which people’s tasks are varied, or whether people work alone or in a team structure) and compensation systems on need satisfaction and work motivation 24 , 25 , 26 , 27 , 28 , 29 , 30 , 31 , 32 , 33 , 34 , 35 , 36 , 37 , and how individuals can seek to meet their needs and enhance their motivation through proactive efforts to craft their jobs 38 , 39 , 40 .

According to self-determination theory, satisfaction of three psychological needs (competence, autonomy and relatedness) influences work motivation, which influences outcomes. More intrinsic and internalized motivations are associated with more positive outcomes than extrinsic and less internalized motivations. These needs and motivations might be influenced by the increased uncertainty and interdependence that characterize the future of work.

Summary of research findings 5 , 6 , 7 , 8 , 9 , 10 , 11 , 12 , 13 , 14 , 15 , 16 , 17 , 18 , 19 , 20 , 21 , 22 , 23 , 24 , 25 , 26 , 27 , 28 , 29 , 30 and available meta-analyses 8 , 10 . In cases where the evidence is mixed, a negative sign indicates a negative correlation, a positive sign indicates a positive correlation, and a zero indicates no statistically significant correlation.

Importantly, the work tasks that people are more likely to do in future work will require high-level cognitive and emotional skills that are more likely to be developed, used, and sustained when underpinned by self-determined motivation 40 , 41 , 42 , 43 , 44 , 45 , 46 , 47 , 48 , 49 , 50 . Therefore, if individuals are to be effective in future work, it is important to understand how future work might meet — or fail to meet — the psychological needs proposed by self-determination theory.

In this Review, we outline how work is changing and explain the consequences of these changes for satisfying workers’ psychological needs. We then focus on two areas where technology is already changing the worker experience: when workers apply for jobs and go through selection processes; and when the design of their work — what work they do, as well as how, when and where they do it — is transformed by technology. In particular, we focus on three domains where technology is already changing work design: remote work, virtual teams and algorithmic management. We conclude by discussing the importance of satisfying the psychological needs of workers when designing and implementing technologies in the workplace.

Future work requirements

The future workplace might evolve into one where psychological needs are better fulfilled, or one where they are neglected. In addition, there is growing concern that future work will meet the needs of people with adequate access to technology and the skills to use it, but will further diminish fulfillment for neglected and disadvantaged groups 51 (Box  1 ). To understand how future work might align with human needs, it is necessary to map key work features to core constructs of self-determination theory. Future work might be characterized by environmental uncertainty interdependence, complexity, volatility and ambiguity 52 . Here we focus on uncertainty and interdependence because these features capture core concerns about the future and its implication for connections among people in the changing context of work 53 . Higher levels of uncertainty require more adaptive behaviours, whereas higher levels of interdependence require more social, team-oriented and network-oriented behaviours 54 .

We first consider the increasing role of uncertainty in the workplace. Rapid changes in technology and global supply chains mean that the environment is more unpredictable and that there is increasing uncertainty about what activities are needed to be successful. Reducing uncertainty is central to most theories of human adaptation 55 and is a strong motivational basis for goals and behaviour 56 . If uncertainty becomes a defining and pervasive feature of organizational life, organizational leaders should think beyond reducing uncertainty and instead leverage and even create it 55 . In other words, in a highly dynamic context, it might be more functional and adaptive for employees and organizational leaders to consider more explorative approaches to coping with uncertainty, such as experimentation and improvization. All of these considerations imply that future effective work will require adaptive behaviours such as modifying the way work is done, and proactive behaviours such as innovating and creating new ways of working 54 .

Under higher levels of uncertainty, specific actions are difficult to define in advance. In contrast to action sequences that can be codified (for example, with algorithms) and repeated in predictable environments, the best action sequence is likely to involve flexibility and experimentation when the workplace is more uncertain. In this context, individuals must be motivated to explore new ideas, adjust their behaviour and engage with ongoing change. In stable and predictable environments, less self-determined forms of motivation might be sufficient to maintain the enactment of repetitive tasks and automation is more feasible as a replacement or support. However, under conditions of uncertainty, individuals will benefit from showing cognitive flexibility, creativity and proactivity, all behaviours that are more likely to emerge when people have self-determined motivation 40 , 41 , 44 , 46 , 47 , 48 , 49 , 57 .

Adaptive (coping with and responding to change) and proactive (initiating change) performance can be promoted by satisfying the needs for competence, autonomy and relatedness, and self-determined motivation 4 , 58 . For example, when individuals experience internalized motivation, they have a ‘reason to’ engage in the sometimes psychologically risky behaviour of proactivity 40 . Both adaptivity and proactivity depend on individuals having sufficient autonomy to work differently, try new ideas and negotiate multiple pathways to success. Hence, successful organizational functioning depends on people who can act autonomously to regulate their behaviour in response to a more unpredictable and changing environment 31 , 54 , 59 .

The second feature of the evolving workplace is an increasing level of interdependence among people, systems and technology. People will connect with each other in more numerous and complex ways as communication technologies become more reliable, deeply networked and faster. For example, medical teams from disparate locations might collaborate more easily in real time to support remote surgical procedures. They will also connect with automated entities such as cobots (robots that interact with humans) and decision-making aids supported by constantly updating algorithms. For example, algorithms might provide medical teams with predictive information about patient progress based on streaming data such as heart rate. As algorithms evolve in complexity and predictive accuracy, they will modify the work context and humans will need to adapt to work with the new information created 60 .

This interconnected and evolving future workplace requires individuals who can interact effectively across complex networks. The nature of different communication technologies can both increase and decrease feelings of relatedness depending on the extent to which they promote meaningful interactions. Typically, work technologies are developed to facilitate productivity and efficiency. However, given that human performance is also influenced by feelings of relatedness 8 , it is important to ensure that communication technologies and the way networks of people are managed by these technologies can fulfill this need.

The rapid growth of networks enabled by communication technologies (for example, Microsoft Teams, Slack and Webex) has produced positive and negative effects on performance and well-being. For example, these technologies can be a buffer against loneliness for remote workers or homeworkers 61 and enable stronger connections among distributed workers 62 . However, networking platforms lead some individuals to experience more isolation rather than more connectedness 63 . Workplace networks might also engender these contrasting effects by, for example, building a stronger understanding between individuals in a work group who do not usually get to interact or by limiting contact to more superficial communication that prevents individuals from building stronger relationships.

Both uncertainty and interdependence will challenge people’s feelings of competence. Uncertainty can lead to reduced access to predictable resources and less certainty about the success of work effort; the proliferation of networks and media can lead to feeling overwhelmed and to difficulties in managing communication and relationships. Moreover, technologies and automation can lead to the loss of human competencies as people stop using these skills 64 , 65 , 66 , 67 . For example, automating tasks that require humans to have basic financial skills diminishes opportunities for humans to develop expertise in financial skills.

Uncertainty and interdependence are likely to persist and increase in the future. This has implications for whether and how psychological needs will be satisfied or frustrated. In addition, because uncertainty and interdependence require people to behave in more adaptive and proactive ways, it is important to create future work that satisfies psychological needs.

Box 1 Inequalities caused by future work

Future work is likely to exacerbate inequalities. First, the digital divide (unequal access to, and ability to use, information communication technologies) 51 is likely to be exacerbated by technological advances that might become more costly and require more specialized skills. Moreover, the COVID-19 pandemic exacerbated work inequalities by providing better opportunities to those with digital access and skills 210 , 211 . The digital divide now also includes ‘algorithm awareness’ (knowing what algorithms do) which influences whether and how people are influenced by technology. Indeed, the degree to which algorithms influence attitudes and behaviours is negatively associated with the degree to which people are aware of algorithms and understand how they work 212 .

Second, future work is likely to require new technical and communication skills, as well as adaptive and proactive skills. Thus, people with such skills are more likely to find work than those who do not or who have fewer opportunities (for example, education access) to develop them. Even gig work requires that workers have access to relevant platforms and adequate skills for using them. These future work issues are therefore likely to increase gaps between skilled and non-skilled segments of the population, and consequently to increase societal pay disparities and poverty.

For example, workforce inequalities between mature and younger workers are likely to increase owing to real or perceived differences in technology-related skills, with increased disparities in the type of jobs these workers engage in 210 , 213 . Older workers might miss out on opportunities to upskill or might choose to leave the workforce early rather than face reskilling. This could decrease workforce diversity and strengthen negative stereotypes about mature workers (such as that they are not flexible, adaptable or motivated to keep up with changing times) 214 . Furthermore, inequalities in terms of pay have already been observed between men and women 215 . Increased robotization increases the gender pay gap 216 , and this gap is likely to be exacerbated as remote working becomes more common (as was shown during the pandemic) 217 . For example, one study found that salaries did not increase as much for women working flexibly compared to men 218 ; another study found that home workers tended to be employees with young children and these workers were 50% less likely to be promoted than those based in the office 140 .

To promote equality in future work and ensure that psychological needs are met, managers will need to adopt ‘meta-strategies’ to promote inclusivity (ensuring that all employees feel included in the workplace and are treated fairly, regardless of whether they are working remotely or not), individualization of work (ensuring that work is tailored to individual needs and desires) and employee integration (promoting interaction between employees of all ages, nationalities and backgrounds) 213 .

The future of employee selection

Changing economies are increasing demand for highly skilled labour, meaning that employers are forced to compete heavily for talent 68 . Meanwhile, technological developments, largely delivered online, have radically increased the reach, scalability and variety of selection methods available to employers 69 . Technology-based assessments also afford candidates the autonomy to interact with prospective employers at times and locations of their choosing 70 , 71 . Furthermore, video-based, virtual, gamified and AI-based assessment technologies 3 , 72 , 73 , 74 have improved the fidelity and immersion of the selection process. The fidelity of a selection assessment represents the extent to which it can reproduce the physical and psychological aspects of the work situation that the assessment is intended to simulate 75 . Virtual environments and video-based assessments can better reproduce working environments than traditional ‘paper and pencil’ assessments, and AI is being used to simulate social interactions in work or similar contexts 74 . Immersion represents how engrossing or absorbing an assessment experience is. Immersion is enhanced by richer media and gamified assessment elements 75 , 76 . These benefits have driven the widespread adoption of technology in recruitment practices 77 , but they have also attracted criticism. For example, the use of AI to analyse candidate data (such as CVs, social media profiles, text-based responses to interview questions, and videos) 78 raises concerns about the relevance of data being collected for selecting employees, transparency in how the data are used, and biases in selection based on these data 79 .

Candidates with a poor understanding of what data are being collected and how they are being used might experience a technology-based selection process as autonomy-thwarting. For example, the perceived job-relatedness of an assessment is associated with whether or not candidates view the assessment positively 69 , 80 . However, with today’s technology, assessments that appear typical or basic (such as a test or short recorded interview response) might also involve the collection of additional ‘trace’ data such as mouse movements and clicks (in the case of tests), or ancillary information such as ‘micro-expressions’ or candidates’ video backdrops 81 . We expect that it would be difficult for candidates to evaluate the job-relatedness of this information, unless provided with a rationale. Candidates may also feel increasing pressure to submit to employers’ requests to share personal information, such as social media profiles, which may further frustrate autonomy to the extent that candidates are reluctant to share this information 82 .

Furthermore, if candidates do not understand how technology-driven assessments work and are not able to receive feedback from assessment systems, their need for competence may be thwarted 83 . For example, initial research shows that people perceive fewer opportunities to demonstrate their strengths and capabilities in interviews they know will be evaluated by AI, compared to those evaluated by humans 83 .

Finally, because candidates are increasingly interacting with systems, rather than people, their opportunities to build relatedness with employers might be stifled. A notable exemplar is the use of asynchronous video interviews 70 , 71 , a type of video-based assessment where candidates log into an online system, are presented with a series of questions, and are asked to video-record their responses. Unlike a traditional or videoconference interview, candidates completing an asynchronous video interview do not interact directly with anyone from the employer organization, and they consequently often describe the experience as impersonal 84 . Absent any interventions, the use of asynchronous video interviews removes the opportunity for candidates to meet the employer and get a feel for what it might be like to work for the employer, or to ask questions of their own 84 .

Because technologies have changed rapidly, research on candidates’ reactions to these new selection methods has not kept up 69 . Nonetheless, to the extent that test-related and technology-related anxiety influences motivation and performance when completing an online assessment or a video interview, the performance of applicants might be adversely affected 85 . Furthermore, candidate experience can influence decisions to accept a job offer and how positively the candidate will talk about the organization to other potential candidates and even clients, thereby influencing brand reputation 86 . Thus, technology developments offer clear opportunities to improve the satisfaction of candidates’ needs and to assess them in richer environments that more closely resemble work settings. However, there are risks that technology that is needs-thwarting or is implemented in a needs-thwarting manner, will add to the uncertainty already inherent in competitive job applications. In the context of a globally competitive skills market, employers risk losing high-quality candidates.

The future of work design

Discussion in the popular press about the impact of AI and other forms of digitalization focuses on eradicating large numbers of jobs and mass unemployment. However, the reality is that tasks within jobs are being influenced by digitalization rather than whole jobs being replaced 87 . Most occupations in most industries have at least some tasks that could be replaced by AI, yet currently there is no occupation in which all tasks could be replaced 88 . The consequence of this observation is that people will need to increasingly interact with machines as part of their jobs. This raises work design questions, such as how people and machines should share tasks, and the consequences of different choices in this respect.

Work design theory is intimately connected to self-determination theory, with early scholars arguing that work arrangements should create jobs in which employees can satisfy their core psychological needs 89 . Core aspects of work design, including decision-making power, the opportunity to use skills and do a variety of tasks, the ability to ascertain the impact of one’s work, performance feedback 90 , social contact, time pressure, emotional demands and role conflict 91 are important predictors of job satisfaction, job performance 92 and work motivation 93 . Some evidence suggests that these motivating characteristics (considered ‘job resources’ according to the jobs demands–resources model) 94 are especially important for fostering motivation or reducing strain when job demands (aspects of a job that require sustained physical, emotional or mental effort) are high 93 , 95 . For example, autonomy and social support can reduce the effect of workload on negative outcomes such as exhaustion 96 .

Technology can potentially influence work design and therefore employee motivation in positive ways 1 . Increasing workers’ task variety and opportunities for more complex problem-solving should occur whenever technology takes over tasks (such as assembly line or mining work). Leaving the less routine and more interesting tasks for people to do 97 increases the opportunity for workers to fulfill their need for competence. For example, within manufacturing, complex production systems in which cyber-machines are connected in a factory-wide information network require strategic human decision-makers operating in complex, varied and high-level autonomy jobs 98 . Technology (such as social media) can also enhance social contact and support in some jobs and under some circumstances 86 , 87 (but see ref. 63 ), increasing opportunities for meeting relatedness needs.

However, new technologies can also undermine the design of motivating work, and thus reduce workers’ need satisfaction 1 . For example, in the aviation industry, manual flying skills can become degraded due to a lack of opportunity to practice when aircraft are highly automated 99 , decreasing the opportunity for pilots to meet their need for competence. As another example, technology has enabled the introduction of ‘microwork’ in which jobs are broken down into small tasks that are then carried out via information communication technologies 100 . Such jobs often lack variety, skill use and meaning 101 , again reducing the opportunity for the work to meet competence needs. In an analysis of robots in surgery, technology designed purely for ‘efficiency’ reduced the opportunities for trainee surgeons to engage in challenging tasks and resulted in impaired skill development 102 , and therefore probably reduced competence need satisfaction. Thus, poor work design might negatively influence work motivation through poor need satisfaction, especially the need for competence, owing to the lack of opportunity to maintain one’s skills or gain new ones 2 .

As the above examples show, the impact of new technologies on work design, and hence on need satisfaction, is powerful — but also mixed. That is, digital technologies can increase or decrease motivational work characteristics and can thereby influence need satisfaction (Fig.  3 ). The research shows that there is no deterministic relationship between technology and work design; instead, the effect of new technology on work design, and hence on motivation, depends on various moderating factors 1 . These moderating factors include individual aspects, such as the level of skill an individual has or the individual’s personality. Highly skilled individuals or those with proactive personalities might actively shape the technology and/or craft their work design to better meet their needs and increase their motivation 1 . For example, tech-savvy Uber drivers subject to algorithmic management sometimes resist or game the system, such as by cancelling rides to avoid negative ratings from passengers 103 .

The causal relationships among the possible (but not exhaustive) variables implicated in the influence of technology on work design and work motivation discussed in this Review.

More generally, individuals proactively seek a better fit with their job through behaviours such as idiosyncratic deals (non-standard work arrangements negotiated between an employee and an employer) and job crafting (changing one’s work design to align one’s job with personal needs, goals and skills) 39 , 40 (Box  2 ). Consequently, although there is relatively little research on proactivity in work redesign through technology, it is important to recognize that individuals will not necessarily be passive in the face of negative technologies. Just as time pressure can stimulate proactivity 104 , we should expect that technology that creates poor work design will motivate job crafting and other proactive behaviours from workers seeking to meet their psychological needs better 105 . This perspective fits with a broader approach to technology that emphasizes human agency 106 .

Importantly, mitigating and managing the impact of technology on work is not the sole responsibility of individuals. Organizational implementation factors (for example, whether technology is selected, designed and implemented in a participatory way or how much training is given to support the introduction of technology) and technological design factors (for example, how much worker control is built into automated systems) are also fundamental in shaping the effect of technology on work design. Understanding these moderating factors is important because they provide potential ‘levers’ for creating more motivating work while still capitalizing on the advantages of technologies. For example, in one case study 107 , several new digital technologies such as cobots and digital paper flow (systems that integrate and automate different organizational functions, such as sales and purchasing with accounting, inventory control and dispatch) were implemented following a strong technocentric approach (that is, highly focused on engineering solutions) with little worker participation, and with limited attention to creating motivating work design. A more human-centred approach could have prevented the considerable negative outcomes that followed (including friction, reduced morale, loss of motivation, errors and impaired performance) 107 . Ultimately, how technology is designed and implemented should be proactively adapted to better meet human competencies, needs and values.

Box 2 The future of careers

Employment stability started to decline during the 1980s with the rise of public ownership and international trade, the increased use of performance-based incentives and contracts, and the introduction of new technologies. Employment stability is expected to continue to decline with the growth of gig work and continued technological developments 219 , 220 . Indeed, people will more frequently be asked to change career paths as work is transformed by technology, to use and ‘sell’ their transferrable skills in creative ways, and to reskill. The rise of more precarious work and new employment relationships (for example, in gig work) adds to these career challenges 221 . The current generation of workers is likely to experience career shocks (disruptive events that trigger a sensemaking process regarding one’s career) caused by rapid technological changes, and indeed many workers have already experienced career shocks from the pandemic 222 . Moreover, rapid technological change and increasing uncertainty pushes organizations to hire for skill sets rather than fitting people into set jobs, requiring people to be aware of their skills and to know how to market them.

In short, the careers of the current and future workforce will be non-linear and will require people to be more adaptive and proactive in crafting their career. For this reason, the concept of a protean career, whereby people have an adaptive and self-directed career, is likely to be increasingly important 223 . A protean career is a career that is guided by a search for self-fulfillment and is characterized by frequent learning cycles that push an individual into constant transformation; a successful protean career therefore requires a combination of adaptivity skills and identity awareness 224 , 225 . Adaptivity allows people to forge their career by using, or even creating, emerging opportunities. Having a solid sense of self helps individuals to make choices according to personal strengths and values. However, a protean career orientation might fit only a small segment of the labour market. Change-averse individuals might regard protean careers as career-destructive and the identity changes associated with a protean career might be regarded as stressful. In addition, overly frequent transitions might limit deep learning opportunities and achievements, and disrupt important support networks 221 .

Nonetheless, career-related adaptive and proactive behaviours can be encouraged by satisfying psychological needs. In fact, protean careers tend to flourish in environments that provide autonomy and allow for proactivity, with support for competence and learning 223 , 226 . Moreover, people have greater self-awareness when they feel autonomous. Indeed, self-awareness is a component of authenticity and mindfulness, both of which are linked to the satisfaction of the need for autonomy 227 , 228 . Thus, supporting psychological needs during training, development and career transitions is likely to assist people in crafting successful careers.

Applications

In what follows, we describe three specific cases where technology is already influencing work design (virtual and remote work, virtual teamwork, and algorithmic management), and consider the potential consequences for worker need satisfaction and motivation.

Virtual and remote work

Technologies have significantly altered when and where people can work, with the Covid-19 pandemic vastly accelerating the extent of working from home (Box  3 ). Remote work has persisted beyond the early stages of the Covid-19 pandemic with hybrid working — where people work from home some days a week and at the workplace on other days — becoming commonplace 108 . The development of information communication technologies (such as Microsoft Teams) has enabled workers to easily connect with colleagues, clients and patients remotely 105 , for example, via online patient ‘telehealth’ consultations, webinars and discussion forums. Technology has even enabled the remote control of other technologies, such as manufacturing machinery, vehicles and remote systems that monitor hospital ward patient vital signs through AI 1 . However, even when people are working on work premises (that is, not working remotely), an increasing amount of work in many jobs is done virtually (for example, online training or communicating with a colleague next door via email).

Working virtually is inherently tied to changes in uncertainty and interdependence. Virtual work engenders uncertainty because workplace and interpersonal cues are less available or reliable in providing virtual employees with role clarity and ensuring smooth interactions. Indeed, ‘screen’ interactions are more stressful and effortful than face-to-face interactions. It is more difficult to decipher and synchronize non-verbal behaviour on a screen than face-to-face, particularly given the lack of body language cues due to camera frame limitations, increasing the cognitive load for meeting attendees 109 , 110 , 111 , 112 . Non-verbal synchrony can be affected by the video streaming speed, which also increases cognitive load 109 , 110 , 111 , 112 . Virtual interactions involve ‘hyper gaze’ from seeing grids of staring faces, which the brain interprets as a threat 109 , 110 , 111 , 112 . Seeing oneself on screen increases self-consciousness during social interactions, which can cause anxiety, especially in women and those from minoritized groups 109 , 110 , 111 , 112 . Finally, reduced mobility from having to stay in the camera frame has been shown to reduce individual performance relative to face-to-face meetings 109 , 110 , 111 , 112 . Research on virtual interactions is still in its infancy. In one study, workers were randomly assigned to have their camera either on or off during their daily virtual meetings for a week. Those with the camera on during meetings experienced more daily fatigue and less daily work engagement than those with the camera off 113 .

Lower-quality virtual communication between managers and colleagues can leave individuals unclear about their goals and priorities, and how they should achieve them 114 . This calls for more self-regulation 115 because employees must structure their daily work activities and remind themselves of their work priorities and goals, without relying on the physical presence of colleagues or managers. If virtual workers must coordinate some of their work tasks with colleagues, it can be difficult to synchronize and coordinate actions, working schedules and breaks, motivate each other, and assist each other with timely information exchange 115 . This can make it harder for employees to acquire and share information 53 .

Virtual work also affects work design and changes how psychological needs can be satisfied and frustrated (Table  1 ), which has implications for both managers and employees. Physical workplace cues that usually guide work behaviours and routines in the office do not exist in virtual work, consequently demanding more autonomous regulation of work behaviours 116 , 117 . Some remote workers experience an increased sense of control and autonomy over their work environment 118 , 119 , 120 under these circumstances, resulting in lower family–work conflict, depression and turnover 121 , 122 . However, managers and organizations might rob workers of this autonomy by closely monitoring them, for example by checking their computer or phone usage 123 . This type of close monitoring reflects a lack of manager trust in individuals’ abilities or intentions to work effectively remotely. This lack of trust leads to decreased feelings of autonomy 124 , increased employee home–work conflict 105 and distress 125 , 126 . Surveillance has been shown to decrease self-determined motivation 127 . It is therefore important to train managers in managing remote workers in an autonomy-supportive way to avoid these negative consequences 128 . The negative effects of monitoring can also be reduced if monitoring is used constructively to help employees develop through feedback 129 , 130 , 131 , 132 , 133 , and when employees participate in the design and control of the monitoring systems 134 , 135 .

Information communication technology might satisfy competence needs by increasing access to global information and communication and the ability to analyse data 136 . For example, online courses, training and webinars can improve workers’ knowledge, skills and abilities, and can therefore help workers to carry out their work tasks more proficiently, which increases self-efficacy and a sense of competence. Furthermore, the internet allows people to connect rapidly and asynchronously with experts around the world, who may be able to provide information needed to solve a work problem that local colleagues cannot help with 136 . This type of remote work is increasingly occurring whether or not individuals themselves are based remotely, and can potentially enhance performance.

At the same time, technology might thwart competence needs, and increase fatigue and stress. For example, constant electronic messages (such as email or keeping track of online messaging platforms such as Slack or Microsoft Teams) are likely to increase in volume when working remotely, but can be distracting and prevent individuals from completing core tasks while they respond to incoming messages 136 . The frustration of the need for competence can increase if individuals are constantly switching tasks to deal with overwhelming correspondence and failing to finish tasks in a timely manner. In addition, information communication technology enables access to what some individuals might perceive as an overwhelming amount of information (for example, through the internet, email and messages) which can lead to a lot of time spent sifting and processing information. This can be interpreted as a job demand that might make individuals feel incompetent if it is not clear what information is most important. Individuals might also require training in the use of information communication technology, and even then, technology can malfunction, preventing workers from completing tasks, and causing frustration and distress 136 , 137 .

Finally, remote workers can suffer from professional isolation because there are fewer opportunities to meet or be introduced to connections that enable career development and progression 138 , which could influence their feelings of competence in the long run. Although some research suggests that those who work flexibly are viewed as less committed to their career 139 and might be overlooked for career progression 140 , other research has found no relationship between remote working and career prospects 119 .

Virtual work can also present challenges for meeting workers’ need for relatedness 141 . Remote workers can feel isolated from, and excluded by, colleagues and fail to gain the social support they might receive if co-located 142 , 143 , weakening their sense of belonging to a team or organization 144 and their job performance 145 . This effect will probably be accentuated in the future: if the current trend for working from home continues, more people will be dissociated from office social environments more often and indefinitely. Office social environments could be degraded permanently if fewer people frequent the office on a daily basis, such that workers may not be in the office at the same time as collaborators, and there might be fewer people to ask for help or talk with informally. We do not yet know the long-term implications of a degraded social environment, but some suggest that extended virtual working could create a society where people have poor communication skills and in which social isolation and anxiety are exacerbated 146 . Self-determination theory suggests that it will be critical to actively design hybrid and remote work that meets relatedness needs to prevent these long-term issues. When working remotely, simple actions could be effective, such as actively providing opportunities for connecting with others, for example, through ‘virtual coffee breaks’ 147 . Individuals could also be ‘buddied’ up into pairs who regularly check in with each other via virtual platforms.

Hybrid work seems to offer the best of both worlds, providing opportunities for connection and collaboration while in the workplace, and affording autonomy in terms of flexible working. Some research suggests that two remote workdays a week provides the optimum balance 148 . However, it is likely that this balance will be affected by individual characteristics and desires, as well as by differences in work roles and goals. For example, Israeli employees with autism who had to work from home during the COVID-19 pandemic experienced significantly lower competence and autonomy satisfaction than before the pandemic 149 . Yet remote workers high in emotional stability and job autonomy reported higher autonomy and relatedness satisfaction compared to those with low emotional stability 120 . These findings suggest that managers and individuals should consider the interplay between individual characteristics, work design and psychological need satisfaction when considering virtual and remote work.

Box 3 The ‘great resignation’

‘The great resignation’ refers to the massive wave of employee departures during the COVID-19 pandemic in several parts of the world, including North America, Europe and China 229 , 230 , that can be attributed in part to career shocks caused by the pandemic 222 . In the healthcare profession, the shock consisted of an exponential increase in workload and the resulting exhaustion, coupled with the disorganization caused by lack of resources and compounded by health fears 231 . In other industries, the pandemic caused work disruptions by forcing or allowing people to work from home, furloughing employees for varying periods of time, or lay-offs caused by an abrupt loss of business (such as in the tourism and hospitality industries).

Scholars have speculated that these shocks have resulted in a staggering number of people not wanting to go back to work or quitting their current jobs 232 . For example, the hospitality and tourism industries failed to attract employees back following lay-offs 233 . Career shocks can trigger a sensemaking process that can lead one to question how time is spent at work and the benefits one draws from it. For example, the transition to working from home made employees question how and why they work 234 . Frequent health and financial concerns, juggling school closures and complications in caring for dependents have compounded exhaustion and disorganization issues. Some have even renamed ‘the great resignation’ as ‘the great discontent’ to highlight that many people reported wanting to quit because of dissatisfaction with their work conditions 235 .

It might be helpful to understand ‘the great resignation’ through the lens of basic psychological need satisfaction. Being stretched to the limit might influence the need for competence and relatedness when workers feel they have suboptimal ways to connect with colleagues and insufficient time to balance work with other life activities that connect them to family and friends 128 , 236 . The sensemaking process that accompanies career shocks might highlight a lack of meaningful work that decreases the satisfaction of the need for autonomy. This lack of need satisfaction might lead people to take advantage of the disruption to ‘cut their losses’ by reorienting their life priorities and career goals, leading to resignation from their current jobs 237 , 238 .

Alternatively, the experiences gained from working differently during the COVID-19 pandemic might have made many workers aware of how work could be (for example, one does not have to commute), emboldening them to demand better work design and work conditions for themselves. Not surprisingly, barely a year after ‘the great resignation’ many are now talking about ‘the great reshuffle’, suggesting that many people who quit their jobs used this time to rethink their careers and find more satisfying work 239 . Generally, this has meant getting better pay and seeking work that aligns better with individual values and that provides a better work–life balance: in other words, work that better meets psychological needs for competence, autonomy and relatedness.

Virtual teamwork

Uncertainty and interconnectedness make work more complex, increasing the need for teamwork across many industries 150 . Work teams are groups of individuals that must both collaborate and work interdependently to achieve shared objectives 151 . Technology has created opportunities to develop work teams that operate virtually. Virtual teams are individuals working interdependently towards a common goal but who are geographically dispersed and who rely on electronic technologies to perform their work 152 , 153 . Thus, virtual teamwork is a special category of virtual work that also involves collective psychological experiences (that are shaped by and interact with virtual work) 154 . This adds another layer of complexity and therefore requires a separate discussion.

Most research conceptualizes team virtuality as a construct with two dimensions: geographical dispersion and reliance on technology 153 , 155 . Notably, these dimensions are not completely independent because team members require technology to communicate and coordinate tasks when working in different locations 156 , 157 . Virtuality differs between and within teams. Team members might be in different locations on some days and the same location on other days, which changes the level of team virtuality over time. Thus, teams are not strictly virtual or non-virtual. Team virtuality influences how team members coordinate tasks and share information 130 , which is critical for team effectiveness (usually assessed by a team’s tangible outputs, such as their productivity, and team member reactions, such as satisfaction with, or commitment to, the team) 158 .

Although individual team members might react differently to working in a virtual team, multi-level theory suggests that team members collectively develop shared experiences, called team emergent states 159 , 160 . Team emergent states include team cohesion (the bond among group members) 161 , team trust 162 , and team motivation and engagement 159 , 163 . These emergent states arise out of individual psychological behaviours and states 164 and are influenced by factors that are internal (for example, interactions between team members) and external (for example, organizational team rewards, organizational leadership and project deadlines) to the team, as well as team structure (for example, team size and composition). Team emergent states, particularly team trust, are critical for virtual team effectiveness because reliance on technology often brings uncertainties and fewer opportunities for social control 165 .

Team virtuality is likely to affect team functioning via its impact on psychological need satisfaction, in a fashion similar to remote work. However, the need for coordination and information sharing to achieve team goals is likely to be enhanced by how team members support and satisfy each other’s psychological needs 166 , which might be more difficult under virtual work conditions. In addition to affecting individual performance, need satisfaction within virtual teams can also influence collective-level team processes, such as coordination and trust, which ultimately affect team performance. For example, working in a virtual team might make it more difficult to feel meaningful connections because team members in different locations often have less contact than co-located team members. Virtual team members predominantly interact via technology, which — as described in the previous section — might influence the quality of relationships they can develop with their team members 141 , 167 , 168 and consequently the satisfaction of relatedness needs 169 .

Furthermore, virtual team members must master electronic communication technology (including virtual meeting and breakout rooms, internet connectivity issues, meeting across different time zones, and email overload), which can lead to frustrations and ‘technostress’ 170 . Frustrations with electronic communication might diminish the psychological need for competence because team members might feel ineffective in mastering their environment.

In sum, virtual team members might experience lower relatedness and competence need satisfaction. However, these needs are critical determinants of work motivation. Furthermore, virtual team members can also develop shared collective experiences around their need satisfaction. Thus, self-determination theory offers explanatory mechanisms (that is, team members’ need satisfaction, which influences work motivation) that are at play in virtual teams and that organizations should consider when implementing virtual teams.

Algorithmic management

Algorithmic management refers to the use of software algorithms to partially or completely execute workforce management functions (for example, hiring and firing, coordinating work, and monitoring performance) 2 , 123 , 171 , 172 . This phenomenon first appeared on gig economy platforms such as Uber, Instacart and Upwork, where all management is automated 173 . However, it is rapidly spreading to traditional work settings. Examples include monitoring the productivity, activity and emotions of remote workers 174 , the algorithmic determination of truck drivers’ routes and time targets 175 , and automated schedule creation in retail settings 176 . The constant updating of the algorithms as more data is collected and the opacity of this process makes algorithmic management unpredictable, which produces more uncertainty for workers 177 .

Algorithmic management has repercussions for work design. Specifically, whether algorithmic management systems consider human motivational factors in their design influences whether workers are given enough autonomy, skills usage, task variety, social contact, role clarity (including knowing the impact of one’s work) and a manageable workload 123 . So far, empirical evidence show that algorithmic management features predominantly reduce employees’ basic needs for autonomy, competence and relatedness because of how they influence work design (Fig.  4 ).

Summary of the features and consequences of algorithmic management on autonomy needs, relatedness needs and competence needs.

Algorithmic management tends to foster the ‘working-for-data’ phenomenon (or datafication of work) 172 , 178 , 179 , leading workers to focus their efforts on aspects of work that are being monitored and quantified at the expense of other tasks that might be more personally valued or meaningful. This tendency is reinforced by the fact that algorithms are updated with new incoming data, increasing the need for workers to pay close attention to what ‘pays off’ at any given moment. Monitoring and quantifying worker behaviours might reduce autonomy because it is experienced as controlling and narrows goal focus to only quantifiable results 127 , 180 ; there is some evidence that this is the case when algorithmic management systems are used to this end 172 , 178 , 181 . Rigid rules about how to carry out work often determine performance ratings (for example, imposing a route to deliver goods or prescribing how equipment and materials must be used) and even future task assignments and firing decisions, with little to no opportunity for employee input 182 , 183 , 184 . Thus, the combination of telling workers what to do to reach performance targets and how to get it done significantly limits their autonomy to make decisions based on their knowledge and skills.

Some algorithmic management platforms do not reveal all aspects of a given task (for example, not revealing the client destination before work is accepted) or penalize workers who decline jobs 185 , thereby severely restricting their choices. This encourages workers to either overwork to the point of exhaustion, find ways to game the system 184 , or misbehave 186 . Moreover, the technical complexity and opacity of algorithmic systems 187 , 188 , 189 deprives workers of the ability to understand and master the system that governs their work, which limits their voice and enpowerment 172 , 185 , 190 . Workers’ typical response to the lack of transparency is to organize themselves on social media to share any insights they have on what the algorithm ‘wants’ as a way to gain back some control over their work 183 , 191 .

Finally, algorithmic management usually provides comparative feedback (comparing one’s results to other workers’) and is linked to incentive pay structures, both of which reduce self-determined motivation as they are experienced as more controlling 26 , 192 . For instance, after algorithms estimated normal time standards for each ‘act’, algorithmic tracking and case allocation systems forced homecare nurses to reduce the ‘social’ time spent with patients because they were assigned more patients per day, thereby limiting nurses’ autonomy to decide how to perform their work 181 . Because these types of quantified metric are often directly linked to performance scores, pay incentives and future allocation of tasks or schedules (that is, getting future work), algorithmic management reduces workers’ freedom in decision-making related to their work, which can significantly reduce their self-determined motivation 123 .

Algorithmic management also tends to individualize work, which affects the need for relatedness. For example, algorithmic management inevitably transforms or reduces (sometimes even eliminates) contact with a supervisor 2 , 182 , 193 , leading to the feeling that the organization does not care about the worker and provides little social support 194 , 195 . ‘App-workers’, who obtain work through gig-work platforms such as Uber, reportedly crave more social interactions and networking opportunities 179 , 185 , 194 and often attempt to compensate for a lack of relatedness by creating support groups that connect virtually and physically 183 , 191 , 195 . Increased competitive climates due to comparative feedback or displaying team members’ individual rankings 175 , 196 can also hamper relatedness. Indeed, when workers have to compete against each other to rank highly (which influences their chances of getting future work and the financial incentives they receive), they are less likely to develop trusting and supportive relationships.

Researchers have formulated contradictory predictions about the potential implications of algorithmic management on competence satisfaction. On the one hand, using quantified metrics, algorithmic management systems can provide more frequent, unambiguous and performance-related feedback, often in the form of ratings and rankings 177 , and simultaneously link this feedback to financial rewards. Informational feedback can enhance intrinsic motivation because it provides information about one’s competence. At the same time, linking rewards to this feedback could decrease intrinsic motivation, because the contingency between work behaviour and pay limits worker discretion and therefore reduces their autonomy 26 . The evidence so far suggests that the mostly comparative feedback provided by algorithmic management is insufficiently informative because the value of the feedback is short-lived — continuously updating algorithms change what is required to perform well 177 , 183 , 185 . This short-lived feedback can undermine feelings of mastery or competence. In addition, algorithmic management is often associated with simplified tasks, and with lower problem-solving opportunities and job variety 123 . However, gamification features on some platforms might increase intrinsic motivation 179 , 183 .

The nascent research on the effects of algorithmic management on workers’ motivation indicates mostly negative effects on self-determined forms of motivation, because the way it is designed decreases the satisfaction of competence, autonomy and relatedness needs. Algorithmic management is being rapidly adopted across an increasing number of industries. Thus, technology developers and those who implement the technology in organizations will need to pay closer attention to how it changes work design to avoid negative effects on work motivation.

Summary and future directions

Self-determination theory can help predict the motivational consequences of future work and these motivational considerations should be taken into account when designing and implementing technology. More self-determined motivation will be needed to deal with the uncertainty and interdependence that will characterize future work. Thus, research examining how need satisfaction and work motivation influence people’s ability to adapt to uncertainty, or even leverage it, is needed. For example, future research could examine how different managerial styles influence adaptivity and proactivity in highly uncertain work environments 197 . Need-satisfying leadership, such as transformational leadership (charismatic or inspirational) 15 , can encourage job crafting and other proactive work behaviours 198 , 199 . Transactional leadership (focused on monitoring, rewarding and sanctioning) might promote self-determined motivation during organizational crises 23 . In addition, research on the quality of interconnectedness (the breadth and depth of interactions and networks) could provide insight on how to manage the increased interconnectedness workers are experiencing.

Technology can greatly assist in recruiting and selecting workers; self-determination theory can inform guidelines on how to design and use such technologies. It is important that the technology is easy to use and perceived as useful to the candidates for best representing themselves 200 , 201 . This can be done by ensuring that candidates have complete instructions before an assessment starts, even possibly getting a ‘practice run’, to improve their feelings of competence. It is also important for candidates to feel some amount of control and less pressure associated with online asynchronous assessments. Giving candidates some choice over testing platforms and the order of questions or settings, explaining how the results will be used, or allowing candidates to ask questions, could improve feelings of autonomy 70 . Finally, it is crucial to enhance perceptions that the organization cares about getting to know candidates and forging connections with them despite using these tools. For example, enhancing these tools with personalized videos of organizational members and providing candidates with feedback following selection decisions might increase feelings of relatedness. These suggestions need to be empirically tested 202 .

More research is also needed on how technology is transforming work design, and consequently influencing worker need satisfaction and motivation. Research in behavioural health has examined how digital applications that encourage healthy behaviours can be designed to fulfill the needs for competence, autonomy and relatedness 203 . Whether and how technology designed for other purposes (such as industrial robots, information communication technology, or automated decision-making systems) can be deliberately designed to meet these core human needs remains an open question. To date, little research has examined how work technologies are created, and what can be done to influence the process to create more human-centred designs. Collaborative research across social science and technical disciplines (such as engineering and computing) is needed.

In terms of implementation, although there is a long history of studies investigating the impact of technology on work design, current digital technologies are increasingly autonomous. This situation presents new challenges: a human-centred approach to automation in which the worker has transparent influence over the technical system has frequently been recommended as the optimal way to achieve high performance and to avoid automation failures 1 , 204 . But it is not clear that this work design strategy will be equally effective in terms of safety, productivity and meeting human needs when workers can no longer understand or control highly autonomous technology.

Given the likely persistence of virtual and remote work into the future, there is a critical need to understand how psychological needs can be satisfied when working remotely. Multi-wave studies that explore the boundary conditions of need satisfaction would advance knowledge around who is most likely to experience need satisfaction, when and why. Such knowledge can be leveraged to inform the design of interventions, such as supervisor training, to improve well-being and performance outcomes for virtual and remote workers. Similarly, no research to date has used self-determination theory to better understand how team virtuality affects how well team members support each other’s psychological needs. Within non-virtual teams, need satisfaction is influenced by the extent to which team members exhibit need-supportive behaviours towards each other 205 . For example, giving autonomy and empowering virtual teams is crucial for good team performance 206 . Studies that track team activities and interaction patterns, including virtual communication records, over time could be used to examine the effects of need support and thwarting between virtual team members 207 , 208 .

Finally, although most studies have shown negative effects of algorithmic management on workers’ motivation and work design characteristics, researchers should not view the effects of algorithmic management as predetermined and unchangeable. Sociotechnical aspects of the system 2 , 209 (such as transparency, privacy, accuracy, invasiveness and human control) and organizational policies surrounding their use could mitigate the motivational effects of algorithmic management. In sum, it is not algorithms that shape workers’ motivation, but how organizations design and use them 3 . Given that applications that use algorithmic management are developed mostly by computer and data scientists, sometimes with input from marketing specialists 185 , organizations would benefit from employing psychologists and human resources specialists to enhance the motivational potential of these applications.

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A Q&A with WALS Lecturer Jenny Tung on her research with primates and advice for aspiring scientists

The NIH Director’s Wednesday Afternoon Lecture Series, colloquially known as WALS, is the highest-profile lecture program at the National Institutes of Health (NIH). The speakers are some of the most prominent biomedical and behavioral scientists and are nominated by staff from across the National Institutes of Health.

The Office of Behavioral and Social Sciences Research (OBSSR) is honored that our nominee, Jenny Tung, Ph.D., was selected this year. She will be the featured WALS Speaker on May 1, 2024, at 2:00 p.m. ET . Please save the date and plan to join us virtually or in person. No registration is necessary.

Dr. Tung is the Director of the Department of Primate Behavior and Evolution at the Max Planck Institute for Evolutionary Anthropology (MPI-EVA) in Leipzig, Germany, and a Professor of Evolutionary Anthropology and Biology at Duke University. She founded the Department of Primate Behavior and Evolution at MPI-EVA in 2022. Research in the department focuses on the intersection between behavior, social structure, and genes. Dr. Tung’s lab is particularly interested in how the social environment influences gene regulation, population genetic structure, and health and survival across the life course.

As we look forward to her lecture on May 1, we asked Dr. Tung to share a little bit about her background, career, and research.

1. What initially drew you to studying the social life and health of primates?

I am fascinated by the importance of social relationships in our lives—friendly, antagonistic, or some mixture of both—and so have always gravitated towards work that seeks to understand social interactions.

Early in college, I took a course in evolutionary anthropology that introduced primate studies—particularly long-term field studies, where individuals could be followed from birth to death—as a method to get at these questions. It taught me that social behaviors could not only be measured, but their origins understood within the well-developed framework of evolutionary thinking—which in turn is directly connected to their consequences for health, survival, and reproduction.

2. What are some of the most important findings from your work? Has anything surprised you?

Our work has repeatedly revealed that analogues of the major social determinants of health in humans—early life adversity, social isolation, low social status—are also extraordinarily powerful predictors of life outcomes in other primates, including in unmanipulated natural populations. For example, we find that social isolation predicts 2–3 years of shortened adult lifespan in wild female baboons; early life adversity can shorten lifespan by up to a decade.

In one sense, these very large effects should perhaps not be surprising. After all, humans share millions of years of evolutionary history and a lot of physiological similarities with other primates. But there is always a question about whether the human case is qualitatively different—because of our complex modern societies, or our cognitive sophistication, or something else. So, I’ve been a little surprised nonetheless—in part pleasantly so, in the sense that these parallels create valuable opportunities to study nonhuman primates (and other social mammals) to understand behavioral and social factors that influence health in humans.

3. How can we apply the insights from your research to improve human health and influence human behavior?

One of the difficult questions about the social determinants of health in humans, I think, is the causality question: can social factors per se really influence how our bodies function, or is it all confounded by health care access, diet, toxin exposure, etc.? I think some of the important takeaways from our work for human health is where we show—this is most clearly done in our experimental studies—that controlled changes to the social environment by themselves have downstream consequences for social behavior, stress physiology, and even the regulation of the cells in our immune system and the response to vaccines.

In our studies in wild primates, we show how social and early life adversity can have long-term consequences in the next generation and suggest a simple explanation based on the lasting effects of early adversity on maternal condition. Both types of studies don’t immediately test interventions, but they help with the work of identifying the levers that might be most important to pull.

4. What were some key decision points in your career? What factors went into the choices you eventually made?

A very important decision point was choosing to work with my former thesis advisor and now long-standing collaborator, Susan Alberts. By doing so, I not only got fantastic training and mentorship, but also the opportunity to start working with the Amboseli Baboon Research Project (ABRP), one of the longest-running field sites on wild primates in the world. The life course data available for ABRP spans up to nine or ten generations now, based on granular, near-daily observations: it is a treasure trove for understanding how and why social interactions influence life outcomes, and for biodemographic studies in general. My close collaborations with Susan and my other ABRP co-directors, Jeanne Altmann and Beth Archie, have also been tremendously personally and professionally rewarding.

A second important decision point was starting my faculty job at Duke through an interdisciplinary hire led by the Duke Population Research Institute (DUPRI). Most members of DUPRI are social scientists, but we share interests in life course studies, biodemography, and the social determinants of health. My colleagues there, especially Angie O’Rand and Seth Sanders, and also Kathie Mullan Harris at UNC’s Carolina Population Center, helped introduce me to entirely new ideas, data sets, and ways of thinking about these topics, which have been very valuable in developing my research program over the years.

5. What challenges have you faced in your training and career? How have you addressed and perhaps grown from them?

In general, I have felt very fortunate in my training and career: I had wonderful mentors and colleagues during my training experience, and they form a part of my extended scientific and personal network today. A challenge that’s on my mind a lot these days is the difficulty, though, of being far from my support network, especially my immediate family.

My research reminds me a lot about the importance of social support, but in academics, moving around and following your career, traveling a lot, means that there’s often just not a lot of net to catch you. And this job, as stimulating and wonderful as it is, means that there’s always a long to-do list, people you want to support, obligations to meet. It’s easy to convince myself that there’s no room for slack. But I suppose one thing I can say I’ve learned is that, when you needed to ask for it—people are often more understanding than you might fear.

6. Any words of advice you have for trainees seeking a career in science?

Find collaborators you love working with and hold on to them—they will enrich your life scientifically and personally in a unique and special way. Everyone needs people they trust to whom they can ask “dumb questions.”

Don’t accidentally trap yourself into disciplinary silos. Talk to anyone, regardless of discipline, who is interested in talking to you. Sometimes it’s just a one-off conversation, but sometimes it makes a new connection or opens a new research direction.

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How do i get started with apa style, let us practice what we have learned, attribution and acknowledgement.

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Abstract : Abstract is a brief synopses of article. It provides a brief but comprehensive summary of the article. 

Citing : In the context of academic writing, citing is the act of acknowledging the sources of information you have used when writing your work.

Citation:  A citation gives credit to a source, and contains publication information such as author(s), title and date.

DOI (digital object identifier): It is a unique alphanumeric string assigned to a digital object, mainly a scholarly article, to provide a persistent link to its location on the internet. 

In-Text Citation : It is a brief note that appears within the body of the paper and briefly identifies the cited work by its author and date of publication. An in-text citation should always match the corresponding entry in the reference list at the end of paper.

Paraphrasing : A paraphrase restates another’s idea (or your own previously published idea) in your own words. 

Plagiarism : It is the act of presenting the words, ideas, or images of another as your own; it denies creators of content the credit they are due. 

Quoting : It is the act of reproducing the exact wording used by the original author. Direct quotations appear within quotation marks and end with a citation.

Reference : It contains details about one cited work, generally including four elements:  author, date, title, and source.  

Reference List : It identifies all the sources you cited in the text of your paper. It generally is at the end of the paper and definitely on a new page after the text of your paper. 

APA Style is the most common writing style used in college and career. Its purpose is to promote excellence in communication by helping writers create clear, precise, and inclusive sentences with a straightforward scholarly tone. It addresses areas of writing such as how to

• format a paper so it looks professional;
• credit other people’s words and ideas via citations and references to avoid plagiarism; and
• describe other people with dignity and respect using inclusive, bias-free language.

APA Style is primarily used in the behavioral sciences, which are subjects related to people, such as psychology, education, and nursing. It is also used by students in business, engineering, communications, and other classes. Students use it to write academic essays and research papers in college, and professionals use it to conduct, report, and publish scientific research.

In addition, APA Style provides you with a powerful tool that will hep you avoid deliberate or unintentional plagiarism. Please review the Avoiding Plagiarism Guide created by the APA experts to understand what two common types of plagiarism are and how to avoid them. 

Why is learning citations important? Citations help readers understand where the information used in your paper comes from, enabling them to trace the path of that information. When readers wish to explore a specific point or reference cited in the text, citations make it easier by providing information about your sources in a standardized format.

Besides showing readers where you obtained information, using citations also has a strong ethical purpose. In academic writing, it is important to credit ideas that are not your own. Citations allow you to integrate the ideas of others with your own thoughts in a fair and honest way.

The reference formats for APA Style manuals are as follows:

APA Style provides a foundation for effective scholarly communication because it helps authors present their ideas in a clear and concise, and organized manner.  Uniformity and consistency enable readers to (a) focus on the ideas being presented rather than formatting and (b) scan works quickly for key points, findings, and sources. When style works best, ideas flow logically, sources are credited appropriately, and papers are organized predictably and consistently. 

Students are encouraged to first learn about APA Style by reading works written in APA Style. A couple of guides created by APA experts from the American Psychological Association can help you with that:

Anatomy of a Journal Article   https://apastyle.apa.org/instructional-aids/anatomy-journal-article.pdf

Scholarly journal articles share a common anatomy or structure. Each part of an article serves a specific purpose. The handout of  Anatomy of a Journal Article explains how journal articles are structured and how to become more efficient at reading and understanding them. Understanding the structure of a scholarly article and the purpose of each part helps you grasp a strategy called targeted reading. Targeted reading means to read specific sections of research articles first to determine if the article seems useful for your research topic. This way you will save time, find useful article faster, and choose which articles to read in full.

Reading and Understanding Abstracts https://apastyle.apa.org/instructional-aids/reading-abstracts.pdf

Abstracts are short summaries of scientific research articles. The handout of Reading & Understanding Abstracts explains the definition and purpose of abstracts and the benefits of reading them, including analysis of a sample abstract. The skill of reading and understanding abstracts of scholarly articles not only saves time but also helps you conduct better research and write more effectively.

APA Style Writing Principles https://apastyle.apa.org/instructional-aids/writing-principles.pdf

The poster created by APA experts shows the three main principles of APA Style: clarity, precision, and inclusion and lists steps on how to achieve them. As a student writer, you always should write your academic paper with clarity, precision, and inclusion. 

Research Article Activity https://apastyle.apa.org/instructional-aids/apa-style-research-activity.pdf

Reading research articles is not an easy task for you as a student. The Research Article Activity designed by APA Style experts aims to make it easy to read and understand a scholarly article. This activity worksheet helps you find, cite, analyze, and summarize a research article. Completing this activity breaks down a lengthy research article into easily understandable chunks. This way helps you better understand the study in the article before you write about it. 

The information in this Guide   is courtesy of   the official APA Style website by the American Psychological Association.

Source Credit: Information on this LibGuide comes from APA Style website https://apastyle.apa.org/ This website has a wealth of free and authoritative resources designed to help anyone new to APA Style.

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• Last Updated: Apr 6, 2024 12:06 PM
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The Importance of Research—A Student Perspective

Rachel arena.

grid.252546.20000000122978753Department of Psychology, Auburn University, Magnolia Street and Duncan Drive and West Thatch Ave, Auburn, AL 36849 USA

Sheridan Chambers

Angelyn rhames, katherine donahoe.

As students, we will focus on the importance of an objective ranking system, research, and mentorship to an applicant. We will address points raised in the (Behavior Analysis In Practice 8(1):7–15, 2015) article as well as debate the usefulness of proposed standards of objective ranking.

A Student’s Perspective on Research

A little more than a year ago each of us was madly scrambling to negotiate the process of graduate program admissions. Like many people who go to graduate school, each of us had some history of viewing academic efforts through the lens of “too much is never enough,” and we applied our obsessive habits to the challenge of gathering information about graduate programs. We pored over Web sites and printed brochures. We stalked program faculty at conferences, via email and phone, and during campus visits. We talked to trusted mentors about the programs they respected. When in professional settings, we tried to find out where people who impressed us had attended graduate school, and we sometimes eavesdropped on strangers’ conversations for potentially valuable tidbits about the graduate programs they were considering.

Based on this chaotic and exhausting experience, we agree with Dixon et al. ( 2015 ) that consumers in our field need standardized information about the relative merits of graduate programs in applied behavior analysis (ABA). When we began the process of screening graduate programs, we knew that we were uninformed but we were less sure about what we needed to learn to become better consumers. We suspect that, like us, most college seniors find it difficult to know what aspects of a graduate program are crucial to the training of highly qualified ABA practitioners. To us, the most important contribution of Dixon et al. ( 2015 ) was to emphasize that our field should not abandon students to an uncertain process of self-education.

We agree with Dixon et al. ( 2015 ) that our field is better equipped than outside bodies (e.g., U.S. News & World Report ) to determine what constitutes top-quality graduate training. We were aware that the Behavior Analysis Certification Board publishes the rates at which graduates of various programs pass its certification exam, and we considered this information during our respective searches. Even as undergraduates, however, we knew that there is more to being a capable practitioner than simply passing the certification exam, and we would have appreciated much more guidance from our field than we received.

In the absence of standardized, objective information about graduate programs, prospective graduate students have to rely heavily on hearsay. As we gathered information on program reputations from mentors and colleagues, it occurred to us that this information sometimes says as much about the person providing it as about graduate programs themselves. We learned that some people are impressed by graduate programs that have a reputation for highly selective admissions, but we were not sure how or whether this predicted the quality of training that we could hope to receive. We learned that certain mentors thought highly of certain programs, but different people thought highly of different programs, and it was not always obvious how these opinions related to specific features of the training offered by the programs. We weren’t always sure whether the opinions were generic or had been offered with our individual needs and interests in mind.

Among the features of graduate programs that interested us was the type and degree of emphasis on research. Here, a few words of explanation will provide context for our perspective. As undergraduates, we learned to value evidence-based practices, data-based case management, and the science-based critical thinking that should guide clinical case management. But each of us decided to seek graduate training not just to apply current best practices; we also wanted to contribute to clinical innovation (e.g., Critchfield 2015 ). For various reasons, none of us wished to conduct research for a living, and we chose our program at Auburn University in part because its accelerated, 12-month, non-thesis curriculum would get us swiftly into the workplace where we knew, from past field experiences, our main reinforcers are to be found. Still, program research emphasis was important to us.

Unfortunately, far too much time and effort was required for us to understand that different programs have different types of research emphases. “Research training” comprises not a single repertoire but many. One involves conducting research. Another involves locating and consuming available research on a topic of interest. Yet, another involves translating from research findings in order to develop innovative interventions (Critchfield 2015 ; Critchfield & Reed, 2005 ). It is here that we would quibble with the position of Dixon et al. ( 2015 ), which suggests a one-size-fits-all approach to assessing the research climate at ABA graduate programs.

In order to gain insight about the research environment in graduate programs, undergraduates often compare their own research interests to those of faculty as described on program web sites and as illustrated in published articles. This comparison is most relevant to students who seek to become independent researchers. Our own goal is to become life-long consumers of research. It may not be the full-time job of Masters-level practitioners to conduct research, but in a field that is growing quickly it is pivotal that people like us not be limited to the state of our field’s knowledge at the time we take a certification exam. We need skills for tracking scholarly developments across the full breath of our careers.

We agree with Dixon et al. ( 2015 ) that it is helpful for ABA program faculty to maintain active research programs, but our concern is with what program graduates are able to do with the fruits of research, not how many articles a faculty member can publish. It has been suggested that the process of developing effective and transportable interventions from research findings requires a skill set that is independent of either conducting research or implementing existing interventions (e.g., Critchfield 2015 ; Critchfield and Reed, 2005 ). No skill set seems more relevant to our lifelong professional development.

Yes, we want to learn how to read and critically evaluate research, but we want to learn to do this from faculty who know how to translate and who care about helping us to become translators. Our ideal ABA program faculty member will have the time and inclination to focus on this. We want mentors who can conduct research, but more importantly who will discuss research with us on a regular basis and explore with us how research findings relate to the behavioral processes operating in practice settings. We want mentors whose skills and schedules allow them to provide on-site clinical supervision through which the connections between research and practice can be drawn explicitly.

While we applaud the efforts of Dixon et al. ( 2015 ) to rank ABA graduate programs in terms of program research climate, we stress that this climate has multiple facets. We represent a category of consumer who cares very much about our field’s research foundations, but we wish to harness rather than add to those foundations. Faculty publication counts may not be the best measure of a program’s ability to help us to this. Unfortunately, the program attributes that we particularly value are hard to quantify and thus will be difficult to incorporate into an objective system for ranking programs. Yet, if the purpose of rankings is to assist consumers (Dixon et al., 2015 ), then the needs of consumers like us should not be ignored.

Contributor Information

Rachel Arena, Email: ude.nrubua@0200azr .

Sheridan Chambers, Email: ude.nrubua@5400cms .

Angelyn Rhames, Email: ude.nrubua@7400rza .

Katherine Donahoe, Email: ude.nrubua@4200drk .

• Critchfield TS. What counts as high-quality practitioner training in applied behavior analysis? Behavior Analysis In Practice. 2015; 8 (1):3–6. doi: 10.1007/s40617-015-0049-0. [ PMC free article ] [ PubMed ] [ CrossRef ] [ Google Scholar ]
• Critchfield TS, Reed DD. Conduits of translation in behavior-science bridge research. In: Burgos JE, Ribes E, editors. Theory, basic and applied research, and technological applications in behavior science: Conceptual and methodological issues. Guadalajara, Mexico: University of Guadalajara Press; 2005. pp. 45–84. [ Google Scholar ]
• Dixon MR, Reed DD, Smith T, Belisle J, Jackson RE. Research rankings of behavior analytic graduate training programs and their faculty. Behavior Analysis In Practice. 2015; 8 (1):7–15. doi: 10.1007/s40617-015-0057-0. [ PMC free article ] [ PubMed ] [ CrossRef ] [ Google Scholar ]

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Psychological safety and the critical role of leadership development

When employees feel comfortable asking for help, sharing suggestions informally, or challenging the status quo without fear of negative social consequences, organizations are more likely to innovate quickly , unlock the benefits of diversity , and adapt well to change —all capabilities that have only grown in importance during the COVID-19 crisis. 1 Jonathan Emmett, Gunnar Schrah, Matt Schrimper, and Alexandra Wood, “ COVID-19 and the employee experience: How leaders can seize the moment ,” June 2020, McKinsey.com; Tera Allas, David Chinn, Pal Erik Sjatil, and Whitney Zimmerman, “ Well-being in Europe: Addressing the high cost of COVID-19 on life satisfaction ,” June 2020, McKinsey.com. Yet a McKinsey Global Survey conducted during the pandemic confirms that only a handful of business leaders often demonstrate the positive behaviors that can instill this climate, termed psychological safety , in their workforce. 2 The online survey was in the field from May 14–29, 2020, and garnered responses from 1,574 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of those respondents, we analyzed the results of 1,223 participants who said they were a member of a team that they did not lead, where a team is defined as two or more people who work together to achieve a common goal. CEOs were included in the findings if they said that a) their organization had a board of directors and b) they were not the board’s chair, so that they could think of their board when asked questions about their team.

As considerable prior research shows, psychological safety is a precursor to adaptive, innovative performance—which is needed in today’s rapidly changing environment—at the individual, team, and organization levels. 3 Amy C. Edmondson, The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth, first edition, Hoboken, NJ: John Wiley & Sons, November 2018; Shirley A. Ashauer and Therese Macan, “How can leaders foster team learning? Effects of leader-assigned mastery and performance goals and psychological safety,” Journal of Psychology, November–December 2013, Volume 147, Number 6, pp. 541–61, tandfonline.com; Anne Boon et al., “Team learning beliefs and behaviours in response teams,” European Journal of Training and Development, May 2013, Volume 37, Number 4, pp. 357–79, emerald.com; Daphna Brueller and Abraham Carmeli, “Linking capacities of high-quality relationships to team learning and performance in service organizations,” Human Resource Management, July–August 2011, Volume 50, Number 4, pp. 455–77, wileyonlinelibrary.com; M. Lance Frazier et al., “Psychological safety: A meta-analytic review and extension,” Personnel Psychology, February 2017, Volume 70, Number 1, pp. 113–65, onlinelibrary.wiley.com; Nikos Bozionelos and Konstantinos C. Kostopoulos, “Team exploratory and exploitative learning: Psychological safety, task conflict, and team performance,” Group & Organization Management, June 2011, Volume 36, Number 3, pp. 385–415, journals.sagepub.com; Rosario Ortega et al., “The emotional impact of bullying and cyberbullying on victims: A European cross-national study,” Aggressive Behavior, September–October 2012, Volume 38, Issue 5, pp. 342–56, onlinelibrary.wiley.com; Corinne Post, “Deep-level team composition and innovation: The mediating roles of psychological safety and cooperative learning,” Group & Organizational Management, October 2012, Volume 37, Number 5, pp. 555–88, journals.sagepub.com; Charles Duhigg, “What Google learned from its quest to build the perfect team,” New York Times, February 25, 2016, nytimes.com. Amy Edmondson’s 1999 research previously found—and our survey findings confirm—that higher psychological safety predicts a higher degree of boundary-spanning behavior, which is accessing and coordinating with those outside of an individual’s team to accomplish goals. For example, successfully creating a “ network of teams ”—an agile organizational structure that empowers teams to tackle problems quickly by operating outside of bureaucratic or siloed structures—requires a strong degree of psychological safety.

Fortunately, our newest research suggests how organizations can foster psychological safety. Doing so depends on leaders at all levels learning and demonstrating specific leadership behaviors that help their employees thrive. Investing in and scaling up leadership-development programs  can equip leaders to embody these behaviors and consequently cultivate psychological safety across the organization.

A recipe for leadership that promotes psychological safety

Leaders can build psychological safety by creating the right climate, mindsets, and behaviors within their teams. In our experience, those who do this best act as catalysts, empowering and enabling other leaders on the team—even those with no formal authority—to help cultivate psychological safety by role modeling and reinforcing the behaviors they expect from the rest of the team.

Our research finds that a positive team climate—in which team members value one another’s contributions, care about one another’s well-being, and have input into how the team carries out its work—is the most important driver of a team’s psychological safety. 4 Past research by Frazier et al. (2017) found three categories to be the main drivers of psychological safety: positive leader relations, work-design characteristics, and a positive team climate. We conducted multiple regression with relative-importance analysis to understand which category matters most, and our results show that a positive team climate has a significantly stronger direct effect on psychological safety than the other two. Based on these results, we tested a structural-equation model (SEM) in which the frequency with which team leaders displayed four leadership behaviors predicted psychological safety both directly and indirectly via positive team climate. Exploratory analyses were conducted to determine whether the effect of the leadership behaviors affected psychological safety at different levels of team climate. By setting the tone for the team climate through their own actions, team leaders have the strongest influence on a team’s psychological safety. Moreover, creating a positive team climate can pay additional dividends during a time of disruption. Our research finds that a positive team climate has a stronger effect on psychological safety in teams that experienced a greater degree of change in working remotely than in those that experienced less change during the COVID-19 pandemic. Yet just 43 percent of all respondents report a positive climate within their team.

Positive team climate is the most important driver of psychological safety and most likely to occur when leaders demonstrate supportive, consultative behaviors, then begin to challenge their teams.

During the pandemic, we have seen an accelerated shift away from the traditional command-and-control leadership style known as authoritative leadership, one of the four well-established styles of leadership behavior we examined to understand which ones encourage a positive team climate and psychological safety . The survey finds that team leaders’ authoritative-leadership behaviors are detrimental to psychological safety, while consultative- and supportive-leadership behaviors promote psychological safety.

The results also suggest that leaders can further enhance psychological safety by ensuring a positive team climate (Exhibit 1). Both consultative and supportive leadership help create a positive team climate, though to varying degrees and through different types of behaviors.

With consultative leadership, which has a direct and indirect effect on psychological safety, leaders consult their team members, solicit input, and consider the team’s views on issues that affect them. 5 The standardized regression coefficient between consultative leadership and psychological safety was 0.54. The survey measured consultative-leadership behaviors by asking respondents how frequently their team leaders demonstrate the following behaviors: ask the opinions of others before making important decisions, give team members the autonomy to make their own decisions, and try to achieve team consensus on decisions. Supportive leadership has an indirect but still significant effect on psychological safety by helping to create a positive team climate; it involves leaders demonstrating concern and support for team members not only as employees but also as individuals. 6 The survey measured supportive leadership behaviors by asking respondents how frequently their team leaders demonstrate the following behaviors: create a sense of teamwork and mutual support within the team, and demonstrate concern for the welfare of team members. These behaviors also can encourage team members to support one another.

Another set of leadership behaviors can sometimes strengthen psychological safety—but only when a positive team climate is in place. This set of behaviors, known as challenging leadership, encourages employees to do more than they initially think they can. A challenging leader asks team members to reexamine assumptions about their work and how it can be performed in order to exceed expectations and fulfill their potential. Challenging leadership has previously been linked with employees expressing creativity, feeling empowered to make work-related changes, and seeking to learn and improve. 7 Giles Hirst, Helen Shipton, and Qin Zhou, “Context matters: Combined influence of participation and intellectual stimulation on the promotion focus–employee creative relationship,” Journal of Organizational Behavior, October 2012, Volume 33, Number 7, pp. 894–909, onlinelibrary.wiley.com; Le Cong Thuan, “Motivating follower creativity by offering intellectual stimulation,” International Journal of Organizational Analysis, December 2019, Volume 28, Number 4, pp. 817–29, emerald.com; Jie Li et al., “Not all transformational leadership behaviors are equal: The impact of followers’ identification with leader and modernity on taking charge,” Journal of Leadership and Organizational Studies, August 2017, Volume 24, Number 3, pp. 318–34, journals.sagepub.com; Susana Llorens-Gumbau, Marisa Salanova Soria, and Israel Sánchez-Cardona, “Leadership intellectual stimulation and team learning: The mediating role of team positive affect,” Universitas Psychologica, March 2018, Volume 17, Number 1, pp. 1–16, revistas.javeriana.edu.co. However, the survey findings show that the highest likelihood of psychological safety occurs when a team leader first creates a positive team climate, through frequent supportive and consultative actions, and then challenges their team; without a foundation of positive climate, challenging behaviors have no significant effect. And employees’ experiences look very different depending on how their leaders behave, according to Amy Edmondson, the Novartis Professor of Leadership and Management at Harvard Business School (interactive).

What’s more, the survey results show that a climate conducive to psychological safety starts at the very top of an organization. We sought to understand the effects of senior-leader behavior on employees’ sense of safety and found that senior leaders can help create a culture of inclusiveness that promotes positive leadership behaviors throughout an organization by role-modeling these behaviors themselves. Team leaders are more likely to exhibit supportive, consultative, and challenging leadership if senior leaders demonstrate inclusiveness—for example, by seeking out opinions that might differ from their own and by treating others with respect.

The importance of developing leaders at all levels

Our findings show that investing in leadership development across an organization—for all leadership positions—is an effective method for cultivating the combination of leadership behaviors that enhance psychological safety. Employees who report that their organizations invest substantially in leadership development are more likely to also report that their team leaders frequently demonstrate consultative, supportive, and challenging leadership behaviors. They also are 64 percent more likely to rate senior leaders as more inclusive (Exhibit 2). 8 We measured investing in leadership development by asking about agreement with the following statements: “my organization places a great deal of importance on developing its leaders,” and “my organization devotes significant resources to developing its leaders.” However, the results suggest that the effectiveness of these programs varies depending upon the skills they address.

Reorient the skills developed in leadership programs

Organizations often attempt to cover many topics in their leadership-development programs . But our findings suggest that focusing on a handful of specific skills and behaviors in these learning programs can improve the likelihood of positive leadership behaviors that foster psychological safety and, ultimately, of strong team performance. Some of the most commonly taught skills at respondents’ organizations—such as open-dialogue skills, which allow leaders to explore disagreements and talk through tension in a team—are among the ones most associated with positive leadership behaviors. However, several relatively untapped skill areas also yield beneficial results (Exhibit 3).

Two of the less-commonly addressed skills in formal programs are predictive of positive leadership. Training in sponsorship—that is, enabling others’ success ahead of one’s own—supports both consultative- and challenging-leadership behaviors, yet just 26 percent of respondents say their organizations include the skill in development programs. And development of situational humility, which 36 percent of respondents say their organizations address, teaches leaders how to develop a personal-growth mindset and curiosity. Addressing this skill is predictive of leaders displaying consultative behaviors.

Development at the top is equally important

According to the data, fostering psychological safety at scale begins with companies’ most senior leaders developing and embodying the leadership behaviors they want to see across the organization. Many of the same skills that promote positive team-leader behaviors can also be developed among senior leaders to promote inclusiveness. For example, open-dialogue skills and development of social relationships within teams are also important skill sets for senior leaders.

In addition, several skills are more important at the very top of the organization. Situational and cultural awareness, or understanding how beliefs can be developed based on selective observations and the norms in different cultures, are both linked with senior leaders’ inclusiveness.

Looking ahead

Given the quickening pace of change and disruption and the need for creative, adaptive responses from teams at every level, psychological safety is more important than ever. The organizations that develop the leadership skills and positive work environment that help create psychological safety can reap many benefits, from improved innovation, experimentation, and agility to better overall organizational health and performance. 9 We define organizational health as an organization’s ability to align on a clear vision, strategy, and culture; to execute with excellence; and to renew the organization’s focus over time by responding to market trends.

As clear as this call to action may be, “How do we develop psychological safety?” and, more specifically, “Where do we start?” remain the most common questions we are asked. These survey findings show that there is no time to waste in creating and investing in leadership development at scale to help enhance psychological safety. Organizations can start doing so in the following ways:

• Go beyond one-off training programs and deploy an at-scale system of leadership development. Human behaviors aren’t easily shifted overnight. Yet too often we see companies try to do so by using targeted training programs alone. Shifting leadership behaviors within a complex system at the individual, team, and enterprise levels begins with defining a clear strategy aligned to the organization’s overall aspiration and a comprehensive set of capabilities that are required to achieve it. It’s critical to develop a taxonomy of skills (having an open dialogue, for example) that not only supports the realization of the organization’s overall identity but also fosters learning and growth and applies directly to people’s day-to-day work. Practically speaking, while the delivery of learning may be sequenced as a series of trainings—and rapidly codified and scaled for all leaders across a cohort or function of the organization—those trainings will be even more effective when combined with other building blocks of a broader learning system, such as behavioral reinforcements. While learning experiences look much different now than before the COVID-19 pandemic , digital learning provides large companies with more opportunities to break down silos and create new connections across an organization through learning.
• Invest in leadership-development experiences that are emotional, sensory, and create aha moments. Learning experiences that are immersive and engaging are remembered more clearly and for a longer time. Yet a common pitfall of learning programs is an outsize focus on the content—even though it is usually not a lack of knowledge that holds leaders back from realizing their full potential. Therefore, it’s critical that learning programs prompt leaders to engage with and shift their underlying beliefs, assumptions, and emotions to bring about lasting mindset changes. This requires a learning environment that is both conducive to the often vulnerable process of learning and also expertly designed. Companies can begin with facilitated experiences that push learners toward personal introspection through targeted reflection questions and small, intimate breakout conversations. These environments can help leaders achieve increased self-awareness, spark the desire for further growth, and, with the help of reflection and feedback, drive collective growth and performance.
• Build mechanisms to make development a part of leaders’ day-to-day work. Formal learning and skill development serve as springboards in the context of real work; the most successful learning journeys account for the rich learning that happens in day-to-day work and interactions. The use of learning nudges (that is, daily, targeted reminders for individuals) can help learners overcome obstacles and move from retention to application of their knowledge. In parallel, the organization’s most senior leaders need to be the first adopters of putting real work at the core of their development, which requires senior leaders to role model—publicly—their own processes of learning. In this context, the concept of role models has evolved; rather than role models serving as examples of the finished product, they become examples of the work in progress, high on self-belief but low on perfect answers. These examples become strong signals for leaders across the organization that it is safe to be practicing, failing, and developing on the job.

The contributors to the development and analysis of this survey include Aaron De Smet , a senior partner in McKinsey’s New Jersey office; Kim Rubenstein, a research-science specialist in the New York office; Gunnar Schrah, a director of research science in the Denver office; Mike Vierow, an associate partner in the Brisbane office; and Amy Edmondson , the Novartis Professor of Leadership and Management at Harvard Business School.

This article was edited by Heather Hanselman, an associate editor in the Atlanta office.

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EDITORIAL article

This article is part of the research topic.

Women in Biogeochemical Dynamics Research: 2022

Editorial Frontiers in Environmental Science "Women in Biogeochemical Dynamics Research" Provisionally Accepted

• 1 Université de Reims Champagne-Ardenne, France
• 2 Institute of Marine Sciences, Spanish National Research Council (CSIC), Spain

The final, formatted version of the article will be published soon.

At present, less than 30% of researchers worldwide are women. Long-standing biases and gender stereotypes are discouraging girls and women away from science-related fields, and STEM research in particular. Science and gender equality are, however, essential to ensure sustainable development as highlighted by UNESCO. In order to change traditional mindsets, gender equality must be promoted, stereotypes defeated, and girls and women should be encouraged to pursue STEM careers.Therefore, we are proud to offer this platform in Frontiers in Environmental Science to promote the work of women scientists. To be considered for this collection, the first, last, or corresponding author should be a researcher who identifies as a woman The papers presented here highlight the diversity of research performed across the entire breadth of Biogeochemical Dynamics research and the advances in theory, experiment, and methodology with applications to compelling problems. Contributions to this journal showcase the breadth and depth of investigations aimed at understanding and mitigating human impacts on our planet.One significant study by Chua and Fulweiler (2023) highlights the importance of hightemporal-resolution gas concentration measurements in capturing the rapid response of sediments to low-oxygen conditions. This research sheds light on the dynamic nature of sedimentary processes and underscores the necessity of precise monitoring techniques in studying environmental phenomena.In another investigation, Forsyth et al. (2023) delve into the bioconcentration and translocation of rare earth elements in plants from legacy mine sites in Portugal. Their findings not only contribute to our understanding of plant-metal interactions but also have implications for environmental management strategies in areas affected by mining activities.Meanwhile, Ismail and Al-Shehhi (2023) offer a comprehensive review of biogeochemical models' applications in various marine environments. By synthesizing existing knowledge, the authors provide valuable insights into the role of these models in elucidating complex biogeochemical processes and guiding sustainable marine resource management practices. Lavergne et al. (2024) draw attention to the importance of conserving microorganisms in terrestrial ecosystems, focusing on soil microbial diversity in Chile and the Antarctic Peninsula. Their work underscores the need for heightened awareness and proactive conservation efforts to safeguard these essential components of ecosystem functioning.In a study with implications for land management practices, Rissanen et al. (2023) investigate the vegetation impacts on methane emissions from boreal forestry-drained peatlands. Their findings highlight the role of moss cover in modulating emissions and emphasize the importance of considering vegetation dynamics in peatland management strategies.Addressing the pervasive issue of plastic pollution in marine environments, Romera-Castillo et al. ( 2022) quantify the leaching of dissolved organic matter from aged plastic and its impact on microbial activity. This research underscores the urgent need to mitigate plastic pollution and its cascading effects on marine ecosystems. Furthermore, Santos et al. (2022) employ leaf wax biomarkers to reconstruct environmental conditions in a high-mountain lake area in western Iberia. Their work illustrates the utility of biomarker analysis in paleoenvironmental reconstructions and contributes to our understanding of past environmental changes. Sun et al. (2023) investigate the release of inorganic mercury and subsequent methylmercury production in boreal peatlands due to ground warming. Their findings underscore the complex interactions between climate change and mercury cycling in peatland ecosystems, highlighting the need for integrated approaches to mitigate mercury pollution.Lastly, Vila-Costa et al. (2023) data represent a significant step forward in unraveling the intricate interactions between pelagic marine bacteria and organic pollutants. By conducting comprehensive field studies in the tropical Pacific and subtropical Atlantic Oceans, the researchers provide invaluable insights into the responses of these bacteria to various pollutants.Collectively, these studies exemplify the diverse and interdisciplinary nature of research featured by women in Environmental Science. By advancing our understanding of environmental processes and informing evidence-based management strategies, these contributions play a crucial role in addressing the myriad challenges facing our planet. As we navigate the complexities of the Anthropocene, women scientists are at the forefront of fostering dialogue and innovation to promote environmental sustainability and stewardship. In the realm of biogeochemical dynamics research, women scientists have long been making significant contributions, yet their achievements and perspectives are sometimes overlooked or underrepresented. As we strive for inclusivity and diversity in the scientific community, it's imperative to shine a spotlight on the invaluable work of women researchers in this field. It's essential to amplify their voices, recognize their contributions, and support their career advancement. By fostering an inclusive and supportive environment that values diversity, we can harness the full potential of women scientists and unlock new insights into the complex dynamics of our planet's biogeochemical cycles. In conclusion, women scientists are driving innovation, discovery, and progress in biogeochemical dynamics research. Their expertise, leadership, and dedication are indispensable assets in tackling the environmental challenges of the 21st century. Let us continue to celebrate and uplift the contributions of women in science, paving the way for a more equitable and sustainable future.

Keywords: women in STEM, environmental science, Biogeochemical Dynamics Research, Gender Equality, Diversity in Science

Received: 09 Apr 2024; Accepted: 11 Apr 2024.

Copyright: © 2024 Cosio, Bravo and Sebastian. This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY) . The use, distribution or reproduction in other forums is permitted, provided the original author(s) or licensor are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.

* Correspondence: Mx. Claudia Cosio, Université de Reims Champagne-Ardenne, Reims, France

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What public k-12 teachers want americans to know about teaching.

Illustrations by Hokyoung Kim

At a time when most teachers are feeling stressed and overwhelmed in their jobs, we asked 2,531 public K-12 teachers this open-ended question:

If there’s one thing you’d want the public to know about teachers, what would it be?

We also asked Americans what they think about teachers to compare with teachers’ perceptions of how the public views them.

Related: What’s It Like To Be a Teacher in America Today?

Pew Research Center conducted this analysis to better understand what public K-12 teachers would like Americans to know about their profession. We also wanted to learn how the public thinks about teachers.

For the open-end question, we surveyed 2,531 U.S. public K-12 teachers from Oct. 17 to Nov. 14, 2023. The teachers surveyed are members of RAND’s American Teacher Panel, a nationally representative panel of public K-12 school teachers recruited through MDR Education. Survey data is weighted to state and national teacher characteristics to account for differences in sampling and response to ensure they are representative of the target population.

Overall, 96% of surveyed teachers provided an answer to the open-ended question. Center researchers developed a coding scheme categorizing the responses, coded all responses, and then grouped them into the six themes explored in the data essay.

For the questions for the general public, we surveyed 5,029 U.S. adults from Nov. 9 to Nov. 16, 2023. The adults surveyed are members of the Ipsos KnowledgePanel, a nationally representative online survey panel. Panel members are randomly recruited through probability-based sampling, and households are provided with access to the Internet and hardware if needed. To ensure that the results of this survey reflect a balanced cross section of the nation, the data is weighted to match the U.S. adult population by gender, age, education, race and ethnicity and other categories.

Here are the questions used for this analysis , along with responses, the teacher survey methodology and the general public survey methodology .

Most of the responses to the open-ended question fell into one of these six themes:

Teaching is a hard job

About half of teachers (51%) said they want the public to know that teaching is a difficult job and that teachers are hardworking. Within this share, many mentioned that they have roles and responsibilities in the classroom besides teaching, which makes the job stressful. Many also talked about working long hours, beyond those they’re contracted for.

“Teachers serve multiple roles other than being responsible for teaching curriculum. We are counselors, behavioral specialists and parents for students who need us to fill those roles. We sacrifice a lot to give all of ourselves to the role as teacher.”

– Elementary school teacher

“The amount of extra hours that teachers have to put in beyond the contractual time is ridiculous. Arriving 30 minutes before and leaving an hour after is just the tip of the iceberg. … And as far as ‘having summers off,’ most of August is taken up with preparing materials for the upcoming school year or attending three, four, seven days’ worth of unpaid development training.”

– High school teacher

Teachers care about their students

The next most common theme: 22% of teachers brought up how fulfilling teaching is and how much teachers care about their students. Many gave examples of the hardships of teaching but reaffirmed that they do their job because they love the kids and helping them succeed. 

“We are passionate about what we do. Every child we teach is important to us and we look out for them like they are our own.”

– Middle school teacher

“We are in it for the kids, and the most incredible moments are when children make connections with learning.”

Teachers are undervalued and disrespected

Some 17% of teachers want the public to know that they feel undervalued and disrespected, and that they need more public support. Some mentioned that they are well-educated professionals but are not treated as such. And many teachers in this category responded with a general plea for support from the public, which they don’t feel they’re getting now.

“We feel undervalued. The public and many parents of my students treat me and my peers as if we do not know as much as they do, as if we are uneducated.”

“The public attitudes toward teachers have been degrading, and it is making it impossible for well-qualified teachers to be found. People are simply not wanting to go into the profession because of public sentiments.”

Teachers are underpaid

A similar share of teachers (15%) want the public to know that teachers are underpaid. Many teachers said their salary doesn’t account for the effort and care they put into their students’ education and believe that their pay should reflect this.

“We are sorely underpaid for the amount of hours we work and the education level we have attained.”

Teachers need support and resources from government and administrators

About one-in-ten teachers (9%) said they need more support from the government, their administrators and other key stakeholders. Many mentioned working in understaffed schools, not having enough funding and paying for supplies out of pocket. Some teachers also expressed that they have little control over the curriculum that they teach.

“The world-class education we used to be proud of does not exist because of all the red tape we are constantly navigating. If you want to see real change in the classroom, advocate for smaller class sizes for your child, push your district to cap class sizes at a reasonable level and have real, authentic conversations with your child’s teacher about what is going on in the classroom if you’re curious.”

Teachers need more support from parents

Roughly the same share of teachers (8%) want the public to know that teachers need more support from parents, emphasizing that the parent-teacher relationship is strained. Many view parents as partners in their child’s education and believe that a strong relationship improves kids’ overall social and emotional development.

“Teachers help students to reach their potential. However, that job is near impossible if parents/guardians do not take an active part in their student’s education.”

How the U.S. public views teachers

While the top response from teachers in the open-ended question is that they want the public to know that teaching is a hard job, most Americans already see it that way. Two-thirds of U.S. adults say being a public K-12 teacher is harder than most other jobs, with 33% saying it’s a lot harder.

And about three-quarters of Americans (74%) say teachers should be paid more than they are now, including 39% who say teachers should be paid a lot more.

Americans are about evenly divided on whether the public generally looks up to (32%) or down on (30%) public K-12 teachers. Some 37% say Americans neither look up to or down on public K-12 teachers.

In addition to the open-ended question about what they want the public to know about them, we asked teachers how much they think most Americans trust public K-12 teachers to do their job well. We also asked the public how much they trust teachers. Answers differ considerably.

Nearly half of public K-12 teachers (47%) say most Americans don’t trust teachers much or at all. A third say most Americans trust teachers some, and 18% say the public trusts teachers a great deal or a fair amount.

In contrast, a majority of Americans (57%) say they do trust public K-12 teachers to do their job well a great deal or a fair amount. About a quarter (26%) say they trust teachers some, and 17% say they don’t trust teachers much or at all.

Related: About half of Americans say public K-12 education is going in the wrong direction

How the public’s views differ by party

There are sizable party differences in Americans’ views of teachers. In particular, Democrats and Democratic-leaning independents are more likely than Republicans and Republican leaners to say:

• They trust teachers to do their job well a great deal or a fair amount (70% vs. 44%)
• Teaching is a lot or somewhat harder when compared with most other jobs (77% vs. 59%)
• Teachers should be paid a lot or somewhat more than they are now (86% vs. 63%)

In their own words

Below, we have a selection of quotes that describe what teachers want the public to know about them and their profession.

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About Pew Research Center Pew Research Center is a nonpartisan fact tank that informs the public about the issues, attitudes and trends shaping the world. It conducts public opinion polling, demographic research, media content analysis and other empirical social science research. Pew Research Center does not take policy positions. It is a subsidiary of The Pew Charitable Trusts .