I’m going to tell you story.  It’s about qualitative research, but it might not seem like that immediately, so bear with me.  It’s a story about my friends Betsy and Missy.  I’ve known them both for over 25 years.  But they’ve known each other a lot longer.  Because, at the start of their first day of kindergarten – right after Betsy sat down at her desk – Missy, who was a perfect stranger, turned around and asked Betsy, “can we be friends?”  Betsy said, “yes.”  And, all these years later, they’re still close friends.

Why am I telling this story, aside from the desire to tug at your heartstrings? Because it illustrates the boundless potential of each moment we experience.  Who would have expected a simple question posed by one kindergartner to another would result in a decades-long, thick-and-thin friendship?

Qualitative research differs fundamentally from any other kind of research (quant, syndicated, big data analysis, etc.) in that it is a string of moments we experience directly and personally; it is really just a fancy term for conversation.  Think about your own experiences; just about everybody can recall life-changing conversations they’ve had at various points in their lives.  Conversation is – by its nature – unstructured and unpredictable.  While you might know where a conversation will begin, you have no idea where it’s going to end up.

And so, every moment in qualitative research carries unlimited promise.  Every instant has the potential to create something game-changing.  Whether it’s a participant describing her relationship to a brand in a way no member of the brand team has ever considered, or an anecdote related by a shopper that finally makes it clear why shelf movement has dropped so sharply in the past six months, conversation leads to unexpected places that reveal things that are entirely new.

This means, that if we design with this characteristic of unlimited possibility in mind, any qualitative study can reveal unexpected, extraordinary insights.  But this doesn’t happen by itself.

So, when designing qualitative, it’s important to make sure that your design allows for this possibility.  Here are 6 principles and techniques that can increase the chance of having one of these moments:

1. Stay away from a box-checking mindset. Qualitative research isn’t about methodically working your way through a list of discussion topics and making sure you ask all the predetermined questions.  It’s about feeling your way through a dark, unfamiliar landscape and discovering what’s there.

2. Ask open ended questions. Closed ended questions are for quant.  Or, if you’re trying to establish some sort of objective baseline, ask closed ended questions as part of the homework, in the waiting room, or put them in your screener.

3. Get diversity in your participants. If your participants are recruited to be alike, they’re probably going to give you a limited range of points of view.  So diversity is a virtue: economic, ethnic, attitudinal, demographic, experiential, the list goes on and on.

4. Get diversity in your data. In addition to conversation, projective, creative and story collection techniques can provide unexpected insights.  And, if you’re looking to push the envelope a bit more, consider tools like biometrics and textual analysis.  I also like to diversify my data by mixing interaction methods; group discussions, IDIs, online bulletin boards, intercept interviews and social media listening can all peacefully coexist in one study.

5. Allow time for tangents and discussion of new issues. If you set too many guardrails around the course of discussion and don’t permit participants to talk about what they want to talk about, you’ll never wind up someplace new.  So let people ramble a bit.

6. Prepare for unexpected insights to be uncovered after the fact. Whether you’re observing or moderating research, you don’t always realize in the moment that something important just happened.  That’s one reason to make sure the research is fully documented and recorded.  Transcripts and good-quality videography can go a long way towards ensuring your post-analysis is as successful as it could be.  And relying on a single person to analyze the findings and create the final deliverable may not be the best idea.  Analysis and reporting – at its best – is a team sport.  The more eyes, ears and brains you have reviewing the data, the better the chance that somebody will spot something remarkable.

Mr. Richter – my high school biology teacher – used to tell us incessantly that Louis Pasteur wrote ‘fortune favors the prepared mind’.  In order to have that lucky, blinding flash of insight, you have to lay the groundwork for it.

In case you don’t already find it difficult enough to analyze and report on qualitative research, here’s a tip to make it even harder: start too soon. 

 One thing that I’ve noticed about myself  – you may have experienced this as well – is that, once I’ve read a novel or seen a movie, it takes me some time to work out for myself what I thought about it.  It’s very hard for me to make a judgement or express a coherent opinion immediately.  But, after a while, my thoughts start to take shape.

Similarly, I’ve noticed that if I try to start analyzing qualitative research data immediately upon completing the research, it’s really a struggle.  However, if I wait a couple of days between conducting research and beginning my analysis, the task is much easier.  It turns out, I’m not unusual.  We need some time for the brain to absorb and internalize information, particularly large bodies of ambiguous, disorganized data (like qualitative research).  This phenomenon actually has a name: it’s called consolidation.  It’s an internal, cognitive process that involves converting short term memory to long term.

People often say that they have a terrible problem with procrastinating before starting a task.  Maybe they do, but it’s also possible that they’re simply consolidating the information they need to draw upon to execute that task, and so they’re actually not ready to begin.  Unfortunately, because consolidation is not something of which we are consciously aware, they don’t realize this, and they attribute their delaying to some sort of dreadful character flaw.

For the most part, you can’t rush consolidation, but there are things you can do that might move things along a bit faster.  There’s data that indicates getting enough sleep is one.  Taking good notes while the research is underway, and then reviewing those notes afterwards seems to help me.  I also find that watching video footage of the research and reviewing key research documents such as discussion guides, stimuli, transcripts, etc., helps as well.  But, ultimately, consolidation is still going to take as long as it takes—it really doesn’t care about your schedule.

I’m going through some consolidation right now having just returned from the QRCA Annual Conference which took place last week in Austin TX.   It was a great event; I attended multiple presentations and roundtables, and stuffed my head full of valuable information.  However, despite the conference ending on a Friday, it wasn’t until the following Monday that I was really able to start thinking clearly about what I had learned.  At that point, I was able to ruminate on what I had seen and heard and what I planned to do with that knowledge.

So, here’s my suggestion: give yourself a break—literally.  If at all possible, after an activity that involves absorbing a lot of information, ALLOW yourself some time to consolidate.  Do something else for a day or so.  If you’re like me, you don’t lack things to do, so just focus on other priorities for a little while.

If you absolutely cannot take a pause between the completion of your research and beginning your deliverable, it’s a good idea to plan for that.  Creating templates in advance and retaining a report writer can both be good options.  ANOTHER POSSIBILITY:  See if a quick, short topline report will suffice while you’re taking a bit more time to create the full, final deliverable.

Consolidation really is a thing.  If you plan for and take advantage of it, it can be your secret weapon—you’ll do better work, and you won’t drive yourself crazy.  But if you pretend it doesn’t exist, it can become your worst enemy.

Has it occurred to anybody other than me that The Hitchhiker’s Guide to the Galaxy is an absolute must-read for marketers and researchers?  Those of you who’ve read it – and if you haven’t, you REALLY should – probably remember the point in the story in which the massive supercomputer, Deep Thought, after 7.5 million years of intense mentation, finally reveals the answer to The Great Question of Life, the Universe and Everything.  That answer?  Let’s all say it together:  “Forty-two.”

This is one of the great jokes of the book.  And, not to belabor the point, it’s funny because, after seven and a half million years of nonstop computation, Deep Thought comes up with an answer that’s thoroughly useless.  Even Deep Thought knows this.  Before giving The Answer, he warns his audience, “I don’t think that you’re going to like it.”  The two poor guys who are tasked with communicating The Answer to the masses, Phouchg and Loonquawl, are horrified.  “We’re going to get lynched, aren’t we?” whispers one to the other.  And then, Deep Thought provides a crucial insight, observing: “I think the problem, to be quite honest with you, is that you’ve never actually known what the question is.”  After fumbling briefly trying to articulate the question, Phouchg and Loonquawl realize that Deep Thought is correct.  They have no idea what they’re actually trying to ask.

And so, what does Deep Thought do next?  Well, like any consultant worth his salt, he proposes a follow-up study.  He’ll design a new computer.  One comprised of living beings.  It will be called – The Earth.  Over ten million years, this human computer will work to formulate The Question.  And, Deep Thought promises, “once you do know what the question actually is, you’ll know what the answer means.”

In other words, Deep Thought proposes a follow-up qualitative phase that will explain the results of the just completed quant study.  Because, as we all know, without a human element, most research is of limited value.  Let’s ignore the fact that this whole project comes to nothing when the Vogons destroy the Earth to make way for a new hyperspace bypass.  There’s just no standing in the way of progress.

Why do I bring this up?  Because it’s important to remind ourselves that, while quantitative research is essential for delivering answers, it’s rarely helpful when it comes to providing precisely defined questions.

Let’s say you’re trying to understand the applicability of a new technology to a category, and whether it could lead to new product opportunities.  Typically we ask these questions in the form of written concepts.  However, before you put a concept into a quantitative test, it’s crucial to make sure the concept is clear—that it’s actually communicating what you want it to—that it uses the consumer’s own vocabulary to communicate key ideas, and that it’s sufficiently specific that it will provide measurable responses.  The only way I know to do this sort of thing is through qualitative exposure: showing the concept to some potential consumers and talking it through.

Here’s another example: perhaps you’re planning to field a segmentation study.  Segmentation questionnaires often contain lists of attributes for respondents to evaluate for their association with a brand, as well as attitudinal statements to see if the participants identify with them.  How can you be sure your attribute lists are correctly worded, complete, and don’t contain unnecessary elements?  And how can you be sure you’re describing the correct consumer attitudes?  Again, there’s only one answer – qualitative.

And here’s the thing.  If you go into your quantitative research without conducting a qualitative phase, you risk getting results that are, at best, useless and at worst, misleading.  So, not only is the cost of your research at risk, but the potential cost of an unsuccessful product launch might loom in your future.

One last point – and get ready for some shameless promotion of professional qualitative researchers. This sort of research is very difficult.  It requires an experienced marketing and research professional who not only gets your category, but who also understands the quantitative research being planned, and who knows how to do things like test vocabulary and conduct appropriate creative and projective exercises that will help participants describe key attributes and attitudes.  There are certain types of qualitative research non-professionals might be able to conduct themselves, but this isn’t one of them.

So, next time you’re considering doing some research, think about whether you’re looking for answers or questions.  That will tell you a lot about how to proceed.

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Of all the newsletters and blog posts I’ve written, the ones that consistently get the greatest response are those on mindset models.  This isn’t surprising—I’m sure that I like these tools for the same reasons as everybody else; they’re powerful, quick to learn and easy to use.  And yet, when I talk to marketers and fellow researchers about them, I usually get a blank stare.  So here’s my case for why everybody should know about mindset models.

A lot of the analytical tools marketers and researchers use are extremely complex and highly detailed.  Examples of such tools include the Kano Model, the Fogg Behavior Model, the Utility Trade-off Model and the Keller Brand Equity Model.  I make frequent use of all of these, and find them invaluable.  However, these tools all share a drawback; they take a long time to internalize and understand, and longer still to master their application.   Not so with mindset models.  They can be described in a few minutes.  And once you’ve had one explained, you’ll immediately know how to use it.  As a result, it’s easy to build up an extensive set of these tools.  I’ve identified over thirty mindset models that I use regularly.  I’m such a passionate advocate for these tools that I’ll actually be giving a talk on them at the Quirks Event in London on February 11-12.  In it I’ll share a variety of indispensable mindset tools.

So, what do I mean when I use the term ‘mindset?’  The formal definition I like to use is that a mindset is a system of perceptions and attitudes formed by circumstances, intentions, experiences and needs.  Put more simply, a mindset is nothing more than how somebody perceives or relates to a specific situation.  When you understand somebody’s mindset, you’re seeing the world from their point of view.  That’s a powerful thing to be able to do, particularly if you’re struggling to understand your data, or if you want to look at your data with more rigor or a fresh set of eyes.  A good metaphor for mindsets is lenses—when you look through them, everything comes into focus.

I’ve already written two posts on mindset models: maximizing/satisficing and scarcity.  My post on generosity also references seven mindset tools from evolutionary psychology.  You can access them again with links provided at the end of this post.

Here’s another: possibility versus feasibility.  Individuals who have a possibility mindset see situations in terms of what could be, paying little regard to what’s realistic.  Those with a feasibility mindset focus on whether or not something can be done, and how.

Why is this important?  Because, if you’re showing new product ideas to potential buyers, their mindset will profoundly influence their interest level.  For instance, I’ve noticed that early adopters of new technologies tend naturally to adopt a mindset of possibility—they get excited about the promise of a new idea, and don’t get hung up on why it might not work.  So, when designing marketing communications aimed at early adopters, marketers should account for this mindset.  On the other hand, later adopters tend to have a mindset of feasibility.  They focus on potential problems and shortcomings. That’s why they choose to wait, letting others deal with the steep part of the learning curve, why marketers should probably not focus on selling brand new technologies to consumer segments for which feasibility is a dominant mindset, and why marketing communications aimed at them might do well to focus on a product’s proven track record.  It’s also important to be aware of these mindsets when conducting ideation or co-creation sessions—participants who can’t leave behind a feasibility mindset and focus on possibility are unlikely to be able to contribute.  So, if you’re recruiting consumers for such an event, a few attitudinal screening questions can greatly increase your chances of success.  What’s more, it’s a good idea to include some exercises at the beginning of the session to foster possibility thinking.

Making use of mindset models is easy—you just need to get into the habit of asking yourself what role mindsets are playing in the perceptions, attitudes and behaviors observed in the situation at hand.  If you’re listening to research participants and having difficulty understanding their opinions, think about what their mindset might be.  Remember that every mindset has its own logic, and if you can understand what the operating mindset is, people’s points of view will start to make more sense.  I have a checklist of questions I routinely ask myself to help focus on mindsets:

• What mindsets are evident?

• How are they shaping perceptions?

• What behaviors are they driving?

• What can they tell us about segments?

• What are the implications for branding and tactics?

Take this list and refer to it when conducting research, reviewing research data, developing brand strategies or tactics, and when arguing with your significant other. After a while, you’ll find you’re in the habit and won’t even need to think about it. Then you’ll be a Master of Mindsets!

Previous Mindset Blog Post Links:

Scarcity:  https://thomasmrich.com/2019/09/25/why-being-poor-is-so-expensive/

Maximizing & Satisficing: https://thomasmrich.com/2019/08/21/when-good-enough-is-good-enough-2/

Evolutionary Psychology: https://thomasmrich.com/2019/10/28/on-the-benefits-of-generosity/

Morality:  https://thomasmrich.com/2020/10/09/the-elephant-in-the-room/

Loneliness:  https://thomasmrich.com/2020/07/13/remember-eleanor-rigby/