Stop democratising research — practice controlled enablement instead
It’s not the idea that’s inherently contentious, rather the way we talk about it.
Our latest user research study found that a puppy cries every time a frustrated researcher utters the sentence, “No one’s banging on about democratising software engineering!”
Or at least that’s the kind of user research work we expect to see whenever we, researchers—tired and dejected—are faced with the phrase “democratising research.”
The concept of democratising research, along with the enduring debate it sparks, has been circulating for years. So why do we find ourselves revisiting the same arguments repeatedly?
It’s time for a rebrand and a change of perspective and my proposal is called Controlled Enablement.
The problem with Democratising Research — really
There’s a reason why “democratising research” makes researchers self-combust and it’s no surprise that our go-to defence centres on a comparison with our friends in software engineering.
Let’s face it: the quality of research is paramount, but at this point, our reactions are led by personal triggers rather than objective concerns.
User research lives in a difficult space and it takes a toll on us as individuals. When our findings support the expected path, we’re told “we knew that anyway”. When they suggest an alternative route, the reliability of qualitative methods gets just as reliably questioned. When we recommend halting a project entirely, we’re labelled as blockers. We’re often last to be hired and first out the door. Our skill set is frequently undermined. We watch other fields earn respect while we grapple with feelings of helplessness and anxiety.
Cue the phrase “democratising research” and no wonder we’re instantly triggered.
“Democratising research” perpetuates the message that anyone can do research because there’s nothing so specialised about it.
“Democratising research” suggests that research is something undemocratic to begin with — kept separate from the rest of the organisation and in need of liberation.
“Democratising research” reinforces the idea that researchers are obstacles and that only when we free others to do research will we achieve Ultimate Mega Success at Lightning Speed™.
If you think we’re reading too much into an innocent phrase, I can assure you you’d be thinking like this too if you’d spent your working life having to defend the merit of the very thing you’ve devoted it to.
Ironically, what happens is that when researchers snap at the suggestion that we democratise research, it only further feeds into the narrative that we are somehow difficult.
So what’s an alternative way to look at things?
The Controlled Enablement approach
Controlled enablement is about empowering the right people, at the right time in their product discovery journey to carry out defined research work to a specified standard that doesn’t require end-to-end ownership by a researcher.
Controlled enablement is a continuous practice. It is an ongoing programme of purposefully designed activities, rather than a sweeping, one-off exercise.
Above all, controlled enablement establishes and communicates the role of the researcher as an expert in a specialised field, in control of defining and owning what good looks like in it.
Controlled enablement is about empowering the right people, at the right time in their product discovery journey to carry out defined research work to a specified standard that doesn’t require end-to-end ownership by a researcher.
- The right people, at the right time in their product discovery journey
Controlled enablement is all about being picky. You don’t need to teach everyone everything, especially without considering their current skills and work priorities.
Look for the sweet spot: individuals who have demonstrated a strong user-centric mindset and the particular research activities that will most benefit their current projects.
You probably won’t contribute much to the life of a Product Manager who’s in charge of a feature delivery roadmap if you teach them to be great at interviewing users. But you will greatly benefit one who is thrown into a meaty space with lots of opportunities and as many unknowns around them. Identify these people — are there three, five, fifteen of them right now? Determine who among them is likely to adopt the practice most effectively and with the highest level of commitment to its integrity. Start with that person, then move on to the next, and repeat.
- Defined research work to a specified standard
Perhaps a continuous interviewing practice is going to be the most enabling activity for the people you’re starting with. Great, but can you be even more specific?
I’m a firm believer in the empowering effect of setting clear boundaries and this case is no different. Be explicit about what research activity you’re going to focus on, what purpose it serves and where its limits lie. This helps people who do research know when they’ve exhausted their self-serving capabilities and it’s time for you to step in.
This is also where the maturity of the research practice in the organisation comes into play. Establish a shared understanding of what high-quality research looks like. Embody this standard within the research function, and then extend this expertise to those you are empowering to take on the role of people who do research.
- … that doesn’t require end-to-end ownership by a researcher
Not all research work requires a researcher. Some of it requires the right people to be doing the right research activities in the right way.
We need to stop seeing ourselves as responsible for the research itself and more as stewards of the research practice. This will free our minds — and our calendars — allowing us to concentrate on strategic research that truly leverages our skills and yields greater long-term impact.
We need to stop seeing ourselves as responsible for the research itself and more as stewards of the research practice.
This brings me to my final point…
Why a Controlled Enablement mindset matters now more than ever
Not all research work requires a researcher but what if not all research work requires a human at all? Yes, it’s time to discuss the role of AI.
Controlled enablement is not only an approach to expanding the research practice beyond researchers; it represents a broader mindset focused on strategically allocating our time as researchers to activities that offer the highest value and that only we can do.
I’m a big fan of the approach to product strategy with AI that Paul Adam, CPO of Intercom, shared on Lenny’s Podcast a few months ago, and I believe it’s applicable to our professional field as well. For some of our activities, AI will be a replacement, and for others, an augmentation. Ultimately, the critical question we must ask ourselves is, “What should we be doing?”
Most research-related tools and services already highlight AI features as a key selling point. Much like literally every company right now, some are jumping on a bandwagon quite chaotically, while others are building excellent AI-powered tools that could significantly enhance our speed, effectiveness and, yes, the quality of a shared research practice that now extends beyond just researchers.
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It’s a time of reflection across the tech industry, accompanied by what seems like a constant, mild freakout humming in the background all day, every day.
For the average researcher, living in a state of mild anxiety is nothing new. We should take this opportunity to draw from our past experiences — the good, the bad and the ugly — and prepare for the next set of challenges ahead. And I promise, no puppies will be harmed (or reported harmed) in the process.
What is your experience of (not) democratising research in your organisation? Biggest learnings? Top tips on effective approaches? Hit me in the comments!
