واحد مشترک کمکی پژوهش و مهندسی «هوش یار-تواندار»     (HT-CSURE)

واحد مشترک کمکی پژوهش و مهندسی «هوش یار-تواندار» (HT-CSURE)

Hooshyar-Tavandar Common Subsidiary Unit for Research & Engineering
واحد مشترک کمکی پژوهش و مهندسی «هوش یار-تواندار»     (HT-CSURE)

واحد مشترک کمکی پژوهش و مهندسی «هوش یار-تواندار» (HT-CSURE)

Hooshyar-Tavandar Common Subsidiary Unit for Research & Engineering

Six very useful Approaches to identify research gaps and generate research questions

by: Sina Moeini

mulecular biotechnology

First let’s start with a question: what is “research gap”? Research gap is a research question or problem which has not been answered appropriately or at all in a given field of study. Research gap is actually what makes your research publishable, why? Because it shows you are not just duplicating existing research; it shows you have a deep understanding of the status of the body of knowledge in your chosen field; and finally it shows that you have conducted a research which fulfills that gap in the literature.

Researchers, particularly those pursuing Master’s or PhD often find it difficult to identify the gaps in the body of knowledge in their own chosen fields. Identifying gaps and generating research questions can be regarded as the first and most important step in writing a research paper. Of course there are many approaches for overcoming this difficulty, but finding original and innovative topics, and distinguishing gaps in the literature is never an easy feat. There are different approaches to employ and not all researchers, especially younger ones, are aware of them. Here, we will try to briefly discuss them.

For starters, considering the gap finding issue, three classes of researchers can be distinguished:

  • The first class is mainly the class of researchers who act according to their personal enthusiasm. These researchers have complete proficiency in their chosen field which is the result of years of experience or a rich body of knowledge acquired after covering all the important papers in their field of study.
  • The second class is encouraged by peripheral factors. For instance, a researcher may choose a particular college and a certain professor. That professor might have a specific project in hand and he may suggest this project to you. The, you would investigate and if the project is close to your expectations for a masters or PhD degree, you will select it.
  • It is really the same story with the third group. Again a peripheral factor, this time not the professor, forces the researcher to select a topic. For instance, the environment the researcher has grown up in, and the needs of that environment, i.e. society, will force him to focus mostly, for example, on agricultural sector.

So far we have discussed three classes of researchers each of whom chooses a topic in a different way. But what if you are not knowledgeable in your field? What if you do not want to choose a topic based on your professor’s interest? What if environmental factors are not of importance for you? Well, there are other approaches you can use in order to find a gap, topic or a popular trend in your chosen field of study; some are simple and some other sophisticated:

  1. The easiest way would to read specific parts of the articles in your field of study. Of course there may be hundreds of articles in your field, but you have to find the most suitable ones by measuring their value and finding out how influential they are. After finding the most suitable articles (there are tools which can help you in this regard, but we are not discussing them here) you should examine the parts which include “introduction” section, which always has a sentence or two about the reasons why that research is done;“conclusion” section and of course “suggestions for future research”section in which the author of the article, having examined the literature and conducted a research himself, would point his readers to areas which lack investigation or need closer examination.

  1. One other approach is to read systematic reviews. These papers delve deep into the literature and examine the trends and changes in a discipline or specific field of study and provide summaries of the literature which can in some cases save a lot of research time. Moreover, content analysis reports,citation analysis reports and meta-analysis reports can be very illuminating and helpful, especially the later which reports the findings of the previous researches.

  1. Another approach is to visit the website of the most prominent and influential journals in your field of study. These journals often have a “Key Concepts”section which aims to assist the journal’s audience to develop an appreciation of central ideas in that field and to approach the content of articles from a perspective which is informed by present debate on aspects of both theory and practice. Key Concepts are usually very short articles and each one is dedicated to one specific topic. They are often written by well-known scholars who are expert in that field of study or topic. There is also a reference section in “Key Concept” papers which introduces the most important papers or books written about that topic.

  1. There is another type of paper which is called “State of the Art” paper. State of the Art papers summarize the state of knowledge on a specific subject. They delimit research frontiers and identify fruitful and promising areas of future research. They can be classified under systematic review papers.

Now the above mentioned were some general and rather simple approaches to finding gaps, research questions and topics. There are also tools and more sophisticated approaches which can save you research time and give you better overview of the current trends and areas of interests in your field of study:

  1. One of these tools is developed by Thomson Reuters; it is called “Essential Science Indicator”. Some universities have access to this website. If your college has provided you access to this website then you utilize it. It tells you about the most cited papers in each field, the new areas or branches that have been developing in that field. It also identifies the influential individuals, institutions, papers, publications, and countries in that field.

  1. You can also use “Google Trends” in order to find out if the popularity or interest in a topic is increasing or decreasing, you can also use this tool to compare various topics with each other and see which one is more popular. Google Trends also provides “regional interest” index; this piece of information shows which topic is hot or popular in which country. Another piece of information provided by Google Trends is “related searches” which provides queries similar to yours and the name of the authors who are active in the topic you have searched.

There are other websites and tools such as Social MentionSpringerGoogle Ads, and BroadReader which provide more sophisticated information regarding the queries such as their popularity, various bars and charts which demonstrate the trends in different time spans, the most recent articles that have been downloaded and their related tags ad etc. You can find a more detailed discussion of these tools in the following mind map:

http://tcfex.com/research-tools-box-ale-ebrahim/

As you work with these tools and manipulate them you begin to understand how they work and which one is best for your field of study. But keep one thing in mind, try to use only one of them and master utilizing it. These tools can save you an enormous amount of research time and effort and open new doors in your life. Do not underestimate their value and start using them.

And, one more thing for professional researchers:

Well, here is a food for thought: what we discussed above was the conventional approaches to gap spotting and generating topics and research questions. However, there always other and new ways of approaching research questions. For instance, Alvesson and Sandberg state that although gap spotting is the prevalent way of constructing research questions, these “established ways of generating research questions rarely express more ambitious and systematic attempts to challenge the assumptions underlying existing theories” (Alvesson & Sandberg, 2011). Thus, they propose an alternative method:

Our aim in this study is to integrate the positive and the negative research agenda by developing and proposing problematization as a methodology for identifying and challenging assumptions that underlie existing theories and, based on that, generating research questions that lead to the development of more interesting and influential theories within management studies (Alvesson & Sandberg, 2011).

They have developed a typology of the type of assumptions that can be problematized in the existing theories and proposed a set of methodological principles to approach the problematization concept. Although appealing, the problematization method can be a bit risky, since it may involve challenging existing paradigms and their underpinning ontological and epistemological assumptions. In fact, Alvesson and Sandberg too mention that “challenging assumptions is often risky, since it means questioning existing power relations in a scientific field, which may result in upsetting colleagues, reviewers, and editors and, thus, may reduce the chances of having an article published” (Alvesson & Sandberg, 2011).

So if you dare, there can always be new ways of approaching research questions, although the method proposed by Alvesson and Sandberg may not, for obvious reasons(!), be suitable for young researchers at all and as all university professors tell their students, “don’t try to take on too ambitious projects at first”.

References

Alvesson, M., & Sandberg, J. (2011). GENERATING RESEARCH QUESTIONS THROUGH PROBLEMATIZATION. Academy of Management Review. doi:10.5465/AMR.2011.59330882

Are You Ready To Become Obsolete? What I've Learned About Continuous Reinvention

by: Josh Bersin

Principal and Founder, Bersin by Deloitte




SAP just released some interesting new global research conducted by Oxford Economics which shows that the #1 issue we face as employees is obsolescence of our own skills. Here's the data:

Fig 1: Oxford Economics - SAP 2014 Talent Research

Note that red circle in the upper right: half these professionals believe the skills they have will NOT be what they need in the next three years. So we have a 3-year "half-life" for our own skills.

Skills Obsolescence Hits Everyone

We all have to take this seriously. I started working in 1978 and had to totally reinvent myself many times. How do you do it?

First, let me give you some examples:

  • Software engineering: new tools like Ruby, Python, Scala, R, and Hadoop didn't even exist five years ago. If you are a Cobol or Java programmer, you have to keep up or you'll suddenly find someone right out of college applying for your job. I remember the "data processing" professionals from my days at IBM, and while many of them were fantastic software engineers, they feel like dinosaurs today.
  • Marketing: today if you don't know Salesforce, Marketo, Hubspot, Twitter, LinkedIn, Google Analytics, Pinterest, and Facebook you really don't know how to market your company any more. Digital presence, social media, persona analysis, and analytics are now core to all marketing professionals.
  • Engineering: if you work in product design, you have to understand micro engineering, robotics, software, and the ever-increasing role of mobile, gigahertz RF products, and battery technology.
  • Sales: if you aren't up on mobile tools, CRM, and general technology trends you may not even know what to sell and how to position it.
  • Teaching and education: what role should technology play? How do I use new tools in the classroom? Does flipped learning work? Lots and lots of new ideas hit this industry every year.
  • HR: well yikes - there are so many new issues for HR people today (technology, globalization, Millennials, engagement, retention, social learning, social recruiting) I won't even try to list them all.

So the issue in our careers today is not "what do you know" but "how fast do you learn?"

One of the most vital skills I have always found in our leaders and candidates is what is often called "learning agility." Learning Agility, a term coined by psychologists, simply describes your ability to rapidly learn new things.

How Do You Continuously Reinvent Yourself?

So suppose you are one of these people who thinks you're going to replenish half your skills in the next 3 years. How do you do it? Here is what I've learned:

  • Read as much as you can. 

    Today tools like Twitter, Facebook, LinkedIn, and the web in general are rapidly becoming curated reading systems. If you subscribe to the people and topics you like, you will start to see articles and news on your industry which will rapidly bring you "into the market" and help you see what is going on and what you need to learn.

    I am a voracious reader. I read everything I get my hands on: The New York Times (Sunday), WSJ, Economist, HBR, and every HR magazine out there. I have an e-reader device and I buy books almost every week or two, often for only $10 - just to keep up on topics I feel are important. I don't read every word of every piece, but I read enough to keep me comfortable that I'm current. And I take notes on the device and try to put my references into Evernote or another tool to keep track.

  • Get to know experts around you. 

    There are lots and lots of gurus around you - and they usually love to share what they know. I, for one, am always willing to talk with people who want to pick my brain on some part of HR or technology. I was just at a meeting last week and sat at lunch with a guru in recruitment technology - once I asked her a few questions she just opened up and educated me about a ton of new sourcing tools and technologies I had never heard of!

    Take an expert to coffee and just ask questions. Every company is filled with senior engineers, sales people, managers, and functional leaders who would love to talk with you. Take them to coffee and just ask them to fill you in. Not only will they help you understand your own domain, but even more importantly they will give you the "big picture" about what's going on in your space. Often the problem we have in our careers is not understanding the detailed skills, but the big "transformations" coming. (I learned CRM and email marketing early and it totally transformed marketing.)

  • Take time to play around with new stuff.

    We all have things in our professions that are new - new tools, new approaches, new models, new technologies. Today you can often download or try them for free. Do it! I've been "playing around" with Pinterest for years and I totally get it. I cannot tell you how many HR tools I've played with and now I can rapidly tell what they do and where they fit.

    Play around with new solutions as well. If you're reading and staying up in your market, you'll see other companies doing your job in new ways. Try what they're doing at your place - it might work. One of the most important career advice I give people is "watch for the changes around you." Your job or profession may be undergoing rapid change, and you may not see it.

    Think about the medical profession. I met with a robotics expert and discovered that the field of surgery is likely to become highly automated within the next five years. If you're a doctor and not keeping up with robotic surgery, you may find yourself without a career in 10 years. In fact, "robotics" is coming to every field we work in - so rather than worry about, just learn about the new automation tools coming and use them.

  • Go to industry conferences.

    As much as they often wear you out, industry conferences are among the most important transformational learning experiences you can find. A good industry conference brings together thought leaders, experts, great practitioners, and vendors all in one place. In only a few days you can listen to presentations, meet experts, and visit vendors. I recommend that every professional attend at least one major industry conference in their domain every year. It is well worth the time, believe me.

  • Take courses. Yes real ones.

    Sometimes we all need a real "refresher" on a topic, and that may require taking time to attend a real course (online or in person). For example, about ten years into my career I took a three day course on large account selling. That course stuck with me for the rest of my life. The principles I learned there are enduring strategies I would never have learned on my own.

    In my case I also realized several years ago that I needed to learn more about modern web technologies. So I signed up for a Lynda.com account and have learned all about HTLM 5, Google Adwords and Analytics, and advanced statistics. Did I really need all that detail? Maybe or maybe not - but I now feel more comfortable with the whole domain.

    Today with so many MOOCs and online courses available, you can take great courses for $200 or less, and if you just put the time in you'll suddenly find yourself "re-energized" with new stuff to try.

  • Visit YouTube and Ted.

    If you really want to have fun, start poking around on YouTube and Ted in your industry. You will find hundreds of videos by world experts (and some very fun people) showing off what they know. These typically don't qualify as "courses" or "education" but you will suddenly realize how much you "don't know" about your own domain.

    I always tell our analysts that it typically takes two years to fully "grok" a new topic (Does anyone read Stranger in a Strange land any more?). This is not because there isn't a lot to read - it's because in every domain there are multiple points of view. For everyone who thinks the next big programming language is Perl, there is someone who argues that Java is taking over the world. These debates and educational discussions are what make you "relevant" and give you "context" in your profession.

  • Ask for developmental projects.

    Ask your boss or employer to let you try new things. Maybe you're interested in advanced analytics but you work in marketing programs. Tell your boss you want to spend two days a week doing an analytics project on the reach and effectiveness of your programs. He or she may not want you to stop doing what you're doing, but with a little discussion you can probably convince him that this little "project" may save the company a lot of money over the long run.

    If you're a software engineer and you really want to try a new search algorithm, a new UI design, or a new functional approach ask your boss to give you an assignment to try it out. Managers are often so busy with their own jobs they may not even see the opportunity to try something new. You can teach yourself something new and bring innovation to your company at the same time.

  • Learn to think expansively. Look for the "Big Picture."

    I had a long talk about this issue with one of the SAP executives at dinner this week. What I told her was that my experience shows that one of the most important skills in "learning agility" is your ability to "see the big picture."

    Imagine if someone asked you "what do you believe is the most important trend happening in your profession over the next three years?" What would you say? I get this question all the time - so I have taught myself to see the big picture.

    In most cases you may say "well, hmm, I really don't know." That is your incentive to get to work. Get out there and read, learn, talk to people, go to conferences, and figure out where your job and profession is going! And then get on that bandwagon to get there first.

  • Change jobs.

    And finally, perhaps the scariest of all - sometimes you have to pick up and leave the place you work. There are many organizations which become unable to offer you the opportunity to do what you want to do next. While we all want to be loyal to our employers, sometimes we have to jump off the cliff and try something new. I encourage everyone to shop around and interview regularly, just to see how other companies may be "reinventing" the work you do at your current employer.

    In my case, I was always scared to death to change jobs - but every transition turned out to be a good thing (with the exception of one). I went from Exxon to IBM to Sybase to a startup, to DigitalThink to being laid off. That propelled me to start my own business which brought me to where I am today. Every transition was frightening but gave me developmental experiences beyond my wildest dreams. (So if you ever are laid off, consider it a gift.)

    One of the best pieces of advice I ever got was from a headhunter I still know well - sometimes it's good to just "move to a fast growing company" because there, due to growth alone, you get a chance to expand your career. That motto certainly worked for me.

Yes we have to do our jobs, get our work done, and make our companies successful.

But as we do this, we must also continuously reinvent ourselves. CEOs and HR executives understand this issue more than ever, and more and more now understand that if they don't offer you continuous learning opportunities you will just leave.

Being a Professional

As professionals, we are expected to educate ourselves.

I evolved my career from mechanical engineer to project management to computer and technology sales to marketing and product management and later to industry analysis and executive management.

It all happened over time and with a lot of scary "self-reinvention" in the process. Nobody told me what to learn, what jobs to take, or who to meet - but somehow along the way I just realized that "learning was good."

Take your own profession seriously. Rather than worry about change and hope your employer will train you, take development into your own hands. Not only will you have fun, but you'll find new career opportunities just appear.

As Stephen Covey described so eloquently in The Seven Habits of Highly Effective People, we all have to "sharpen the saw." Just as carpenters have to sharpen their tools every week, you need to sharpen your skills every year.

Get a little worried about becoming obsolete - it's actually good for you. It will push you to stay current, learn, and go out and meet people who can help you reinvent yourself every day.

-----

About the Author: Josh Bersin is the founder and Principal of Bersin by Deloitte, Deloitte Consulting LLP, a leading research and advisory firm focused on corporate leadership, talent, learning, and the intersection between work and life. Josh is a published author on Forbes, a LinkedIn Influencer, and has appeared on Bloomberg, NPR, and the Wall Street Journal, and speaks at industry conferences and to corporate HR departments around the world. You can contact Josh on twitter at@josh_bersin and follow him at http://www.linkedin.com/in/bersin . Josh's personal blog is at www.joshbersin.com .

Other Recent Articles by Josh Bersin:

معنویت در کسب و کار چیست؟ (همراه منابع مطالعاتی)

از سایت thecoach.ir  نویسنده امیر مهرانی

 تاریخ شهریور ۳م, ۱۳۹۳ 

دسته بندی رشد سازمانیرشد فردیسازمان توانمند


عبارت معنویت در کسب و کار شاید مفهوم جدیدی باشد که کمتر به گوشمان خورده است. به همین دلیل فکر کردم که در این‌باره توضیح بیشتری بدهم و منابعی را به اشتراک بگذارم که کمک کند با مفاهیم این بحث آشنا شوید.

۱- معنویت چیست؟

خیلی وقت‌ها صحبت از معنویت که می‌شود ذهن ما می‌رود به سمت مذهب. در گذشته این مفهوم چنین بود. یعنی معنویت را بیشتر تحول فردی در جهت ایده‌آل دین مطرح می‌کردند. شاید هنوز نتوان تعریف شفاف و واحدی برای معنویت در نظر گرفت و نمی‌توان بین دین و معنویت خط مشخصی کشید. اما آنچه که مشخص است ورود حوزه‌های علمی به بحث معنویت و تحقیقات گسترده‌ای که دراین زمینه انجام شده نشان می‌دهد که جنبه روحانی، معنایی و اثربخش زندگی بیشتر در حوزه معنویت دسته‌بندی می‌شود. معنویت بیشتر انسان‌ها را به سمت پیدا کردن معنای زندگیشان نه در تعریف چیستی زندگی بلکه در تعریف این‌که رسالت من در زندگی چیست هدایت می‌کند و کمک می‌کند تا با رشد فردی و بلوغ ادراکی به تاثیرگذاری، شادی و رضایت عمیق و بالایی در زندگی دست‌پیدا کنند.

۲- چرا باید به معنویت توجه کرد؟

شاید تجربه کرده باشید که با وجود تلاش فراوان برای بهبود شرایط کار و زندگی، درمقطعی از خودتان می‌پرسید که همه این دویدن‌ها برای چه بود؟ آخرش که چی؟ اگر این کارها را انجام ندهم اتقاقی می‌افتد؟

معمولا همه ما در طول زندگی گرفتار این سوالات می‌شویم. پرسش‌هایی که پاسخ‌های مخرب دارند و می‌توانند هرفردی را از حرکت بازبدارند. توجه به معنویت کمک می‌کند تا با آگاهی از احساسات خود، روش‌های خودانگیختگی را دریابیم، امیدوارتر زندگی کنیم، شادی در زندگی را عمیق درک کنیم، غم‌ها و مشکلات را بشناسیم و در آنها گرفتار نشویم و کیفیت بهتری را در ابعاد مختلف زندگی تجربه کنیم. معنویت به‌شکل مستقیم با روح ما ارتباط دارد. در یک کلام معنویت یعنی شخصیتی قدرتمند در زندگی.

معنویت دمیدن روح درزندگی فرد است. قابلیت و گرایشی است که برای هر فرد ، فطری و منحصر به فرد می‌باشد. این گرایش معنوی افراد را بسوی معرفت، عشق، معنا، آرامش، تعالی، پیوند، شفقت، خوبی و یکپارچگی سوق می‌دهد. زندگی معنوی به معنای داشتن نگرشی به عالم و آدم است که به انسان آرامش، شادی و امید بدهد.

انسان ها به دو شیوه در جست و جوی شناخت حقییقت پیرامون خود هستند: شناخت علمی و شناخت شهودی یا معنوی. علم و معنویت هردو در جست و جوی حقیقت هستند اما با استفاده از ابزارهای متفاوت. در واقع می توان گفت: علم (عینیت) و معنویت( ذهنیت)، دو ابزار شناخت حقیقت هستند که مکمل یکدیگرند و در کنار هم معنا می یابند.  (نقل از سایت معنویت در کسب و کار)

۳- تاثیر معنویت در کسب و کار چیست؟

علاوه بر هوش ریاضی(IQ) و هوش هیجانی (EQ)، هوش سومی نیز به عنوان هوش معنوی (Spiritual Intelligence – SQ)، برای انسان ها شناسایی شده است که امکان استفاده بهینه از این دو هوش را فراهم می کند. معنویت، نمادی بیرونی از هوش معنوی می باشد. معنویت در ارتقای رشد فردی و رشد کسب و کار به عنوان عاملی مؤثر و مثبت ارزیابی شده است. برخی از افراد رشد شخصی را به عنوان معنویت درونی قلمداد می کنند.

با وجود این تعریف رهبران سازمان‌ها با گسترش معنویت می‌توانند قدرتمندتر در کسب و کار خود حضور داشته باشند. از طرفی دیگر کارکنان سازمان تنها دیگر سرمایه دانشی نیستند، بلکه سرمایه‌روانشناختی هم می‌باشند، یعنی سلامت روانی کارکنان سازمان رابطه مستقیمی با کیفیت عملکرد سازمان دارد. یکی از عواملی که باعث رشد سرمایه‌روانشناختی سازمان می‌شود توجه به توانمندی‌ها و شکوفایی کارکنان سازمان است. در این مسیر افرادی که به افزایش هوش معنوی توجه می‌کنند و در این زمینه آموزش می‌بینند کیفیت بالاتری را در رشد شغلی خود تجربه می‌کنند.

۴- برای یادگیری بیشتر از چه منابعی می‌توانم استفاده کنم؟

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هوش معنوی در کسب و کار و نقش آن در بهبود رفتار شهروندی سازمانی – دکتر علی اکبر فرهنگی، مهدی فتاحی و بهاره واثق