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Have you ever repeated a word so often, it starts to lose its meaning? Try it: say the word “flower” 30 times in a row. You may find that after a while, it begins to sound like a random assortment of sounds, devoid of rhyme or reason.

There’s a scientific term for this phenomenon known as semantic satiation. Coined in the 1960s by Leon James, a professor of psychology at the University of Hawaii, semantic satiation occurs when the rapid repetition of a word triggers both sensorimotor and central neural activity in the brain repeatedly. With each repetition, the word loses its intensity. To put it another way, the neurons become filled up with the word until they are completely satiated and unable to consume any more — at which point, they start rejecting the word’s meaning and it becomes gibberish.

In James’ own words, semantic satiation is described as:

“…a kind of a fatigue. It’s called reactive inhibition: When a brain cell fires, it takes more energy to fire the second time, and still more the third time, and finally the fourth time it won’t even respond unless you wait a few seconds. So that kind of reactive inhibition…is what attracted me to an idea that if you repeat a word, the meaning in the word keeps being repeated, and then it becomes refractory, or more resistant to being elicited again and again.”

Fascinating, you might be thinking. But what does that have to do with qualitative research?

Jargon, Jargon, Everywhere

In the realm of qual research, semantic satiation may not seem like much of an issue. But jargon satiation certainly is. As researchers, we’re tasked with extracting meaning from the responses and feedback — that is to say, the words — we elicit from participants during focus group and interviews and distill into reports. Which is why it’s so very important for us to make sure the words we use to steer these conversations also have meaning. That requires being precise, clear, and jargon-free in our word choices — particularly when conducting complex B2B research for the jargon-rife technology, healthcare, and finance industries.

Jargon in the business world is everywhere. Best in class. Cutting edge. Synergies. Ecosystem. We’ve all heard these terms bandied about so many times, they’ve lost any meaning they might have once communicated. In fact, according to a survey conducted by American Express, 88% of office workers admitted to pretending to understand business jargon when in reality they had no clue what the words meant. Meaningless jargon is so pervasive, Grant Thornton — a global leader of audit, assurance, tax and advisory services — put together this comprehensive index of the most commonly (and egregiously) overused business buzzwords.

So how can we as researchers make sure we craft our screeners, discussion guides, and interview questions using words that eschew jargon and convey meaning? And how can we guide conversations with respondents that reveal meaningful insight? Yes, avoiding jargon is top of the list. But beyond the buzzwords, there are other steps we can take to communicate and converse with greater clarity, precision, and meaning.

Forego the Fluff

As moderators and researchers who enjoy a good story, we may be tempted to accessorize our screeners, discussion guides, and interview prompts with extraneous words and bloated descriptors that provide more fluff than substance. In addition to clouding the conversation, fluffy words may influence or bias participants to respond a certain way they might otherwise not have. That in turn impacts the quality and usefulness of the insight.

Be Specific

This guideline goes for the questions you ask, and for the responses you receive. Avoid generalized terms like “thing,” “some,” or vague words like “good,” “bad,” “happy,” “sad.” Drill down into the specifics of what constitutes good and bad, what made them feel happy or sad. Make sure your respondents truly understand the question, and if they don’t, rephrase it. If you’re not sure what a participant means by their response, ask for specificity and steer them toward those details.

Account for Interpretation

Words that sound specific and technical may be wind up having different meanings for different people. AI, for example, covers a broad range of technologies, methodologies, and implications. Depending on the level of knowledge and experience of the respondent, AI to some might mean ChatGPT while to others it means a robot or a self-driving car. You could be talking about limited memory AI or self-aware AI or theory of the mind AI. Clarifying squishy terms will help avoid misunderstanding or misinterpretation.

Define Your Terms

When using words that may be interpreted differently, it helps to provide clarifying definitions that get everyone on the same page. So for example, if we’re asking focus group participants about their experience using software as a service — which has become a vague bucket lumping together a wide range of cloud-based software delivery models — we let the group know what we mean by that phrase.

Keep It Simple

Even — perhaps especially — with the complexities of technology, healthcare, and finance, we find that simple is often best. Get right to the point. By distilling a question down to its most basic form, using the fewest words possible, you may be able get your meaning across more clearly and directly. This approach is also more likely to get straightforward answers.

Speak Their Language

As moderators, we want to connect with our respondents. In our experience, the most meaningful insight comes from having peer-to-peer conversations with participants. That requires speaking their language, using words they use in their everyday work and lives. We remind ourselves that at the end of the day, we’re conversing with people — not just software engineers or neurosurgeons or brokers or interview subject #32. So talk to them, one human to another.

Reports, Too

All these guidelines apply to reports as well. To reveal truly meaningful insight, reports need to be simple and straightforward, with zero fluff, bias, or bloat. They need to get to the point as quickly as possible, with clearly defined terms that leave no wiggle room for multiple interpretations. And they need to be crafted for the audience who will be using them; a report written for a CEO should differ from a report written for a brand manager, for instance.

All this to say: words matter. A lot. The power of qualitative research comes from the story it reveals behind the data — and the words used to tell that story. Choosing those words carefully, with precision and intent, ensures that the stories we tell as researchers are truthful, resonant, and impactful. And above all, immune to semantic satiation.

In the dynamic world of market research, qualitative researchers often find themselves navigating through diverse industries, exploring topics ranging from disposable diapers to deep tech and healthcare. For decades, the industry has favored the archetype of the qualitative researcher as a generalist—a versatile individual capable of rapidly adapting to various domains. Paper towels this week, edge computing the next. I ought to know. This was my life for many years.

But—and I’m veering into hot-take territory here—this approach may not always yield the most insightful results, particularly for B2B companies with complex products and services. I posit that subject matter expertise is the quality that matters most in qualitative research. Matter of fact, I bet my career — and my company — on the conviction that expertise should be at the forefront of qualitative research. Here’s why.

The Advantages of Expertise

Why is expertise crucial in qualitative research? For myriad reasons. Entrusting your complex research to subject-matter experts specific to your industry yields several significant advantages: faster learning curve; more meaningful and revealing conversations; an understanding of rapidly evolving industries and topics; and increased trust and credibility between researcher and client. All of which leads to better, deeper, actionable insight that generates enduring results. Let’s explore further (after all, that’s what researchers do).

Faster Learning Curve

The more complicated the research, the more time it takes for a generalist to become comfortable enough to lead productive discussions about it. Researchers who bring an already-substantial foundation of industry knowledge can get up to speed faster and dive into the research more quickly and confidently. This research readiness is especially valuable for clients who need insights sooner rather than later to make business-critical decisions.

More Meaningful Conversations

Specialized researchers possess firsthand experience and knowledge within specific industries or fields, enabling them to approach research from a peer-to-peer perspective. Interviewing a group of highly specialized doctors? Bring in a researcher who once led cardiac and neurosurgery ICUs. Conducting a focus group of Linux kernel developers? Helps if your moderator is also a software engineer. This industry-insider insight fosters deeper connections with participants and facilitates the exploration of nuanced questions that might otherwise go unasked.

Deeper Understanding of Ever-Changing Fields

Nowhere is the need for specialization more apparent than in industries like technology and healthcare, where the pace of innovation is relentless. In these domains, having someone fluent in the industry is not just advantageous—it’s imperative. Technologies evolve rapidly, and healthcare landscapes undergo constant transformation. Without researchers who live and breathe these sectors and follow their changes, valuable insights risk being overlooked or misinterpreted.

Increased Trust and Credibility

Expertise lends credibility to the research process. Clients are reassured knowing that their projects are in the hands of individuals who not only understand their industry but are deeply immersed in it. This trust becomes the foundation upon which fruitful collaborations are built, ultimately leading to more actionable insights and informed decision-making.

Embracing the Expert

Given these clear advantages, why then has the qualitative research industry clung to the generalist model for so long? Perhaps it’s rooted in tradition, or maybe it’s simply a matter of convenience. My guess is that it’s because there are simply not enough subject matter experts out there who turned to qualitative research. Regardless of the reasons, it’s time for a paradigm shift—a reimagining of what qualitative research can and should be.

One last thought: it’s essential to acknowledge that specialization exists within the realm of consumer packaged goods (CPG) research as well. CPG researchers are their own breed of specialists. They possess a unique understanding of consumer behavior, brand perceptions, and market trends within the CPG space. Their expertise enables them to unravel complex consumer dynamics and deliver actionable insights tailored to this specific domain. So the specialized researcher isn’t just for high tech and healthcare; it benefits clients across industries and audiences — B2B and B2C.

By embracing specialization, we can elevate the quality of our research and deliver more impactful insights to our clients. I’d be interested to hear your thoughts and experiences on specialization vs. generalization. Reach out and let’s discuss.

As we welcome 2024 and all its possibilities with open arms, we thought now would be the perfect time to explore some of the trends — current and emerging — we believe will have the biggest impact on qualitative market research. Let’s start with the trends we see as gaining momentum in the year ahead.

Digital Qual Research Continues to Dominate

Ushered in by the pandemic, digital qualitative research is now the new norm — and will continue to be so in 2024 and well beyond. Survey findings show that 87% of researchers did over half of their qual research online in 2023, with 85% of them saying they’ll continue to do so over the next 12 months.

We go into the pros (and cons) of remote focus groups and interviews here, but the bottom line is this: digital research can help companies expand their reach of respondents more easily, conduct interviews more quickly and conveniently, while saving resources and money. Digital research extends beyond online focus groups, as well. In 2024, we expect researchers to keep using digital tools for all manner of activities including surveys, social media listening (more on that below), online discussion forums, data-mining, and more.

Smart Use of Mobile Market Research

Mobile devices are a key part of the digital conversation. Smart phones are ubiquitous; in 2023, 92% of Americans owned a smart phone, and spent around four hours a day on these devices. Researchers have realized that mobile phones provide an excellent platform to engage with respondents who are perfectly comfortable communicating via screens, taps, and swipes.

There are advantages to mobile phone research, starting with a low barrier to entry. Respondents don’t have to be at a specific place at a certain time to participate in a mobile-based interview or focus group, respond to a survey, or provide in-app feedback. They can just whip out their phones on the spot to provide in-the-moment, real-time reactions.

Respondents can also share responses in a wide range of ways — via text, voice messages, video, emojis, and even gifs. Mobile devices also allow researchers to conduct location-based research (thanks, GPS), as well as ethnographic research via daily video journals and notes apps. As such, we expect the mobile research trend to continue building steam.

More Social Media Research

The use of social media is also part and parcel of the shift toward digital qual market research. Researchers have already been using social media as a platform for asking questions, conducting polls and surveys, soliciting feedback, testing concepts and messaging, and showcasing prototypes. With Americans spending around two hours a day on social media apps, these platforms are an obvious place to find and connect with respondents.

In 2024, we predict advances in technology will make it easier and more attractive for qual researchers to embrace social media listening for sentiment analysis. There’s a growing list of shiny new tools that enable researchers to track keywords, hashtags, mentions, reviews, and sentiment across multiple social media platforms. Tracking this info can provide valuable insight into emerging trends, unmet needs, consumer preferences, and brand perception.

Ethnographic Research for B2B

Ethnographic research that’s immersed in the actual real-world environments where respondents live, work, and play has been around since the 1950s. So while it’s long been a staple for consumer research, we believe ethnographies offer great potential for B2B research as well — particularly in the field of technology.

We’ve recently tested out this theory ourselves, by using an ethnographic approach with one of our technology clients. For this particular study, we had respondents — specifically, software engineers — take over and physically use our moderator’s computer to play around with an application and provide real-time feedback. The insight we gleaned from this exercise was invaluable, and our clients were thrilled with the results.

Emotion Recognition and Neuromarketing Research

Emotion recognition technology uses algorithms and machine learning to identify and classify micro facial expressions that signify joy, sadness, surprise, fear, anger, disgust, contempt and more. Neuromarketing research takes it a step further, employing medical procedures including functional magnetic resonance imaging (fMRI) and electroencephalograms (EEG) to track and measure physiological changes in the brain to indicate and identify emotional responses.

Emotion recognition and neuromarketing research aren’t new concepts; some of the largest market research firms even have their own in-house labs set up for these kinds of studies. And if you don’t have the budget for these methods, there are lower-cost and less obtrusive devices that can track and measure a participant’s heart and respiration rates which indicate an emotional response as well.

With the emergence of AI, it will be interesting to see where these types of research approaches will go. AI-enabled eye tracking, for example, maps out eye gaze and movement to understand where a person is looking, what they’re looking at, where their gaze lingers, as well as pupil dilation (an indication of arousal). This is definitely a space we’ll be keeping our eye on.

Merging Qual and Quant

We’ve seen an increased need for and openness to a hybrid research approach that combines qualitative and quantitative, and we expect this merging to continue in 2024 and onward. And we’re here for it.

While they may seem diametrically opposed, quant and qual together can strengthen each other while providing a more holistic view of the research. Quant alone can get bogged down in data, making it harder to connect the dots and reveal the insight. Qual, on the other hand, can sometimes be hard to measure, with a lack of quantifiable “proof” to clarify how conclusions were drawn.

Integrate the two research worlds, and you have the what, why and how behind the data. This can result in more meaningful reports that also provide clients the proof-points they need to believe in the insight. Advances in technology and systems are making it easier for researchers to combine qual and quant data in a single platform, which also make it faster and less cost-prohibitive to do both.

A Case for Agile Market Research

Agile market research has been around for a while, as well, and there’s been some debate as to its effectiveness as a methodology. We see the increasing value of agile market research, but also the need for it to be done exceedingly well.

In the current business reality, things change very fast. As such, companies need answers to their questions now, which means they need quick, focused research studies and lots of them. Agile market research responds to this demand by taking an iterative approach to gathering consumer feedback to very specific questions along multiple points in the development of a product, service, or campaign.

Instead of taking weeks or months to test and collect respondent reactions, agile market research delivers answers in days. This allows companies to make on-the-fly tweaks as they go, and ideally launch their product/service/campaign more quickly.

In the hands of an inexperienced firm, agile market research can end up sacrificing quality for the sake of speed. That’s why it’s important to have researchers with first-hand industry knowledge and experience, who know exactly the right questions to ask and how to extract the critical insight quickly.

Now that we’ve addressed some of the current trends, let’s turn our vision toward those we see emerging in the year ahead.

AI As a Collaborative Tool

There’s no doubt that artificial intelligence will play an increasingly larger role in qualitative market research. We expect more research firms to embrace AI technology, apps, and services as a collaborative tool to help them drive efficiencies and productivity. A recent Qualtrics survey supports this, finding that 46% of researchers say they’re “very confident” with using AI in research, and 26% reporting they feel “extremely confident.”

We predict a turn toward AI for a broad range of research activities, from developing screeners, surveys and discussion guides, to weeding out bogus or unqualified respondents, to transcribing interviews, to quickly analyzing massive amounts of data from multiple sources, to generating attractive and compelling reports. But we caution that AI should not and cannot replace the human element when it comes to revealing actionable insights that businesses need to make strategic decisions. You can read more about that in our recent blog post here.

Prioritizing Data Privacy

All the hype about AI leads us to the next emerging hot topic for market research: data privacy, for both consumers and clients.

Today’s consumers are ever-more aware of and concerned about protecting their private data — especially online. According to Pew Research, 72% of Americans believe that almost all their online activity is being tracked, which understandably makes them uncomfortable. It can also make them less willing to participate in qual research studies.

In response to rising fears around data privacy, countries around the world are enacting stricter guidelines designed to protect personal information and give consumers more control over their own data. Moving into 2024, researchers need to be aware of and respond to the concerns of consumers as well as the compliance requirements of their governments. That means having clear and formalized data security protocols in place, as well as complete transparency on how data is collected and used.

Researchers will also need to take measures to protect themselves and their clients against malicious actors. GreenBook reports that upwards of 30% of market research qualifies as fraudulent, propelled by respondents who lie about their qualifications, bots and fake traffic completing surveys, and widespread identity theft. As such, it will be critical for researchers to implement robust safeguards from here on out.

We delve deeper into safeguarding data in our recent blog post here.

Let’s Hear it for Voice of Consumer (VoC) Research

Modern VoC research involves using technology and tools that analyze text and consumer sentiment across a range of digital and traditional channels and methods including surveys, interviews and focus groups, social media, feedback forms, online reviews, customer support interactions, customer journey mapping, and more. The goal is to capture what customers are saying about your product, services, and/or brand for authentic insight.

We expect VoC research to gain traction as companies continue to place an emphasis on customer experience and customer-centric strategies. VoC also plays a key role in developing customer personas that help companies better understand and respond to different audience segments.

VoC research, however, can be challenging and complex since it requires an omni-channel approach and sophisticated tools in order to reveal the complete picture of customer preferences, sentiment, and behavior. It’s also important to make sure the VoC data you collect truly represents your target audience, and that you maintain customer privacy and data security.

Diversity and Inclusion in Market Research

In 2022, 44.1% of the U.S. population was non-White. By 2044, over half of Americans is projected to belong to a minority group. The percentage of Americans who identify as LGBTQ+ is growing as well, especially among younger generations; in 2022, 10.5% of Millennials in the U.S. identified as LGBTQ+, while 20% of Gen Z did.

Our country’s population is aging, as well, with the median age coming in at just under 40 years — a number that’s expected to rise. Even as we get older as a country, younger generations are gaining power as consumers. Millennials now represent the largest group of consumers, and Gen Z’s buying power is going up.

All this to say: in 2024, it will be imperative for researchers to make sure their research samples and respondents reflect the diversity of their audiences — including ethnicity, cultural background, lifestyle, gender, age, and sexual preference. It will be especially important to include traditionally underrepresented populations such as women of color, people with disabilities, and members of the LGBTQ+ community.

Focus groups comprised of respondents who have similar experiences, preferences, and biases can often lead to skewed results. We get it: sometimes you need to find respondents who check off specific attributes — a certain age group, profession, demographic. But within the confines of the screener, and whenever possible, diversifying your groups and interviewees can help reveal richer, deeper insight that leads to better decisions.

Diversity and representation are an even bigger challenge when we consider how difficult it’s becoming to find respondents. Today’s consumers are increasingly likely to ignore phone calls, emails and texts from unknown sources, including field managers trying to recruit for research studies. Which leaves only those self-selecting consumers to respond and participate — and who often lack diversity. To address this challenge, qual researchers will need to lean hard into relationship-focused recruiting.

Beyond diversity, researchers must also work to ensure inclusivity with their studies. That requires creating environments where every participant feels listened to, valued, respected, and involved — regardless of who they are.

What Did We Miss?

Call us optimists (we certainly embrace that title), but we’re excited about the emerging tools, technologies, and methodologies researchers can leverage to unlock even greater insights that drive tomorrow’s innovations. As is the nature of our industry, we’re sure this list will continue to evolve as the year advances, and we’re curious to see what develops. We’d also be interested to hear about any trends you’d add to the list. Reach out, and let’s discuss.

There’s no question COVID has changed the world of work. One of the most obvious shifts is the significant number of people who continue to work remotely at least part of the time. According to a recent McKinsey study, upwards of 25% of workforces in advanced economies work from home between three and five days a week — representing four to five times more remote work than in pre-pandemic days.

The qualitative market research workforce is no exception. Not only are more researchers working from home, but they’re doing more focus groups and interviews remotely as well. Research from Take Note, an interview transcription service, tells us that around 93% of market researchers are using online and video focus groups more often than they were three years ago. Which makes complete sense. During the pandemic lock-down days, market researchers were forced by necessity to move their studies to online platforms like Zoom.

The question now is: will focus groups continue to be conducted remotely — and should they? The answer to the first part of that question is, without a doubt, yes. The answer to the second part, however, calls for a deeper exploration of the upsides and downsides of virtual interviews and focus groups. So let’s dive in.

Jettison the Jetlag

Clearly, the most compelling advantages of remote research studies are convenience and flexibility — for all parties involved. With a virtual group or interview, there’s no need for the respondents, moderator, or client to travel, when all you have to do is pull up a chair and turn on a computer. While avoiding airport hassles and jetlag, clients can still view remote focus groups and interviews behind the scenes and provide feedback or direction to moderators in real-time. Less travel time also means lower costs for the client — with no plane tickets to purchase, cars to rent, hotel rooms to reserve, or per diems to dole out.

Remote interviews and focus groups also make it easier to reach and attract a wider geographic range of respondents while also simplifying the scheduling (and field managers love that). For instance, we found it much easier to get a larger size of respondents for an online group — easily finding 50, when we were originally targeting just 30.

Distraction-Free Zone

Remote interviews and focus groups can also provide a more distraction-free setting that allows both respondents and moderators to stay focused on the topic at hand. After all, there are no windows to stare out of, no thermostats blasting freezing air, no neighbor in the next seat to annoy you with the weird way they suck their teeth.

That being said, online respondents can also get distracted by what’s going on around them at home — a toddler crying, a dog barking, a delivery person knocking. So even with remote groups, it’s important to minimize disruptions as much as possible by making sure respondents have set aside the dedicated time and space to focus solely on the discussion.

Remote or In Person? Great Question.

For pure practicalities, we find remote interview and focus groups a great option when respondents are scattered across multiple states. Virtual platforms are particularly well suited for our B2B respondents, including software engineers, technologists, and clinicians who are comfortable with online meetings. Offering a remote option can also make it easier and faster to replace respondents on the fly when one doesn’t show or drops out.

We find that remote interviews are ideal for respondents who prefer to retain their anonymity, since they don’t have to reveal their face or name. However, when the topic being discussed is of a sensitive nature, an in-person moderator who displays empathy, compassion, and strong listening skills can be more effective than a talking head inside a square on a screen.

 Consider the Respondent

Remote platforms may be the preferred option for one-on-one interviews that require drilling down into complex subjects with high-level professionals who have incredibly busy schedules and limited time. For example, we typically conduct our interviews with physicians and clinicians online, and find the remote set-up works best for discussing complicated medical procedures, products, and research that require the focused attention of moderator and respondent alike.

On the other hand, certain consumer respondents — such as older patients — seem more comfortable with in-person settings. These types of groups tend to respond better to the reassuring physical presence of a skilled moderator who can guide the discussion with compassion and care.

For respondents, like our hypothetical older patients, an in-person setting may also make them feel more relaxed and at ease. While a screen can create a sense of distance and remoteness, in-person groups and interviews may feel less formal and structured. Respondents who are inclined to give truncated answers in a virtual setting like Zoom may be willing to talk more freely and openly in person. This in turn can further the conversation and lead to deeper insights. It can also be easier for moderators to see and read respondents’ facial expressions and body language in person versus online, which can provide additional shading, insight, and guidance in steering the conversation.

Controlling the Group Dynamic

It’s also important to consider the group dynamic of the respondents participating in the study. As any moderator can tell you, there’s generally one or two people in every group who tend to dominate the discussion, while others may be too intimidated to contribute and thus fade into the background. You may also have respondents whose strong, outspoken emotional reactions overly influence the responses of other participants. Every group dynamic is different, and it’s up to the moderator to make sure one single person isn’t monopolizing or skewing the conversation.

To that end, moderators will want to consider which platform puts them in the best position to steer the group dynamics in order to get the most complete, in-depth, and representative insights from all respondents. Some moderators feel they’re better able to do this in person, while others may find a virtual group (with less interplay between the respondents and access to a mute button) allows them to more easily exercise control and make sure everyone has a say.

Testing Concepts and Technical Know-How

In our experience, in-person settings often work best when testing messaging, concepts, and creative visuals. Sometimes, there’s just no substitute for having a physical board or document to put in front of person, without the barrier of a screen. That’s not to say you can’t present concepts online (we’ve done our fair share of that as well), but we find we often get more extensive and genuine responses when we do this work in person.

When deciding on remote vs. in-person, it’s also a good idea to consider the technical know-how and comfort levels of the respondents when it comes to remote platforms like Zoom. The last thing you want is a flustered respondent who can’t get their mic to work or figure out how to turn on their camera.

The Final Verdict? Be Good at Both.

So back to our original question. Yes, we believe that remote focus groups and interviews are here to stay, and that’s a good thing. Virtual platforms can make it easier and more cost-effective for researchers and clients to find, reach, and recruit a wider range of respondents. Given the challenges around recruitment, any advantage is welcome.

But we also believe there is still a time, place, and need for in-person research studies — and that there will continue to be so. So rather than picking one over the other, we recommend seeking out research partners who embrace and excel at both. Your research partner should also understand which option will generate the best results and insights based on the topic, the respondents, and the client’s goals, and make recommendations accordingly.

We’d love to talk remote vs. in-person with you to see what your experience has been. Reach out to continue the conversation.

In our previous blog post, we explored a different approach to thinking about the definition of “interviewer” versus ‘”moderator.” Now, let’s delve deeper into the role of the “moderator” and why they are indispensable, especially from a client’s perspective.

Moderators, as defined in our last blog, assume a broad role that goes beyond asking questions and eliciting responses as dictated by a script or guide.

Indeed, moderating requires a multifaceted skillset.

So when your research requires looking for in-depth insights — the why behind what — you need someone who knows when to ask questions that aren’t on the script, and how to dig deeper for answers buried beneath the obvious. In other words: a moderator. And not just any moderator. To be truly effective, moderators must be part business advisor, part market insights generator, part psychologist. You can add brand guru and circus ringmaster to that list, as well. Let’s take a closer look at these roles, and why each one is necessary to maximize the value of your research.

Business Advisor Who Gets Your Industry

In addition to understanding the art of asking questions, a moderator should understand the client’s industry, market dynamics, and business objectives. Ideally, your moderator will have first-hand, in-the-trenches industry experience they can call on. Need someone who can talk confidently about molecular biology with a focus group of physicians? Make sure your moderator speaks the language. Along with industry-specific knowledge, it helps to have a moderator with enough business acumen to translate research outcomes into actionable strategies.

Market Insights Generator Ready to Dig Deep

More than reading questions off a script, a skilled moderator uncovers rich market insights in the answers they elicit. To do this, they employ a multitude of techniques to stimulate discussion, encourage participants to share their perspectives, and excavate insight beyond surface-level responses. They help reveal unspoken thoughts, emotions, and motivations, providing a holistic understanding of the target audience that powers better business decisions.

Psychologist and Empathetic Listener

Understanding human behavior and motivations is a core aspect of moderating. Moderators need to create a comfortable and non-judgmental environment where participants feel encouraged to express their thoughts and emotions openly. That requires having active listening skills and empathy, as well as a toolkit of psychological techniques that enable them to connect with participants and delve into their underlying attitudes and beliefs.

Brand Guru in the Room

Moderators need to have a deep understanding of the client’s brand, its values, and its positioning in the market — as well as a familiarity with the importance of branding in general. This brand fluency enables them to steer discussions towards brand-related topics and explore participants’ perceptions, associations, and experiences with the brand. This additionally allows moderators to identify gaps, strengths, and opportunities to strengthen the brand’s positioning.

Circus Ringmaster and Focus-Group Tamer

You thought we were joking about this one? Have you ever seen a focus group? A moderator worth her title knows how to facilitate and manage the complex group dynamics that, when unguided, can quickly derail focus group discussions. Moderators ensure that everyone has a chance to contribute (including that shy person in the corner), manage the group’s time effectively, and steer the conversation towards the research objectives. They also navigate potential conflicts and dominant participants while creating an atmosphere conducive to open and respectful dialogue. All that’s missing is the top hat and bullhorn.

The Moderator You’ve Been Missing

If you’ve been less than thrilled with the outcomes and insights generated from your qualitative research studies, the missing piece may very well be the moderator — or lack thereof. A moderator who has the freedom, skills, and experience to assume multiple roles beyond question-asker and answer-taker will seek out, find, and extrapolate the truly valuable insight you need to make decisions and move forward.

Can we add quick-change artist to our list? A truly skilled qualitative researcher will know when and how to switch between being a moderator and an interviewer to achieve research objectives and help move your business forward. If you’d like to dive deeper into the role of a moderator versus an interviewer and which one best meets the needs of your research study, don’t hesitate to reach out to us. We love answering questions as much as asking them.

And keep a look out for our next blog post, in which we scrutinize one of moderators’ most vexing tools: the discussion guide.

In our previous blogs, we explored the roles of “interviewers” and “moderators” in qualitative research, shedding light on their subtle but profound distinctions. Building on that foundation, let’s delve into an intriguing aspect of qualitative research: discussion guides. Are they a blessing or a curse? Well, that’s a question we’ll navigate together.

Discussion guides are often seen as essential tools to steer interviews or focus group conversations. They aim to provide structure and ensure researchers cover all the necessary topics. In theory, they’re fantastic. In practice, they can sometimes be a double-edged sword. Here’s why.

Too often, discussion guides are treated as rigid scripts, akin to structured surveys, particularly in studies that require more of an “interviewer” approach, where predefined questions are asked to gather specific information or opinions. This rigidity can hinder the natural flow of conversation between moderators and participants, preventing us from capturing the nuanced responses that are the essence of qualitative research.

The Discussion Guide, Redefined

So, does this mean we should toss discussion guides out the window and rely on spontaneity? Not quite. Instead, let’s consider a subtle shift in how we perceive discussion guides. What if we viewed them as flexible tools that guide rather than dictate conversations? What if they were references that provided guardrails to prevent veering too far off course while allowing for organic discussions?

In more exploratory studies, discussion guides can take on a different form as “topic outlines,” something that conveys the fluid nature of the moderated conversation. This shift allows for a dynamic and adaptable approach, where the guide acts as a reference point rather than a strict script.

Imagine empowering moderators to utilize their active listening skills, intuition, and adaptability to create an environment where participants express themselves freely. This shift can enhance the authenticity and richness of qualitative research, keeping it true to its core purpose: to uncover meaningful insights.

Moreover, what if we shifted our focus from meticulously crafting discussion guides to truly understanding research objectives? Rather than obsessing over what we ask, let’s emphasize why we ask it. This shift could lead to a more personalized, adaptive, and fruitful approach to qualitative research, yielding:

1. Better Goal Alignment: A deep understanding of research objectives empowers moderators to adapt their questioning techniques, delve deeper into relevant areas, and have more targeted and insightful discussions.

2. Improved Participant Engagement: With a strong grasp of research objectives, moderators can connect better with participants, creating an environment conducive to open and honest dialogue.

3. Contextualized Analysis: Moderators who understand research objectives can effectively synthesize information, identify key patterns, themes, and insights that align with research goals, resulting in more valuable outcomes.

The question now becomes: how do we make this shift from focusing on the discussion guide to fully understanding research goals? It’s simpler than you might think, and it involves a three-step process:

1. Clearly Define Research Objectives: Start by establishing well-defined research objectives in collaboration with the client. This crucial first step ensures that both parties are aligned on the purpose and desired outcomes, providing added guidance for the moderator as they structure the research and facilitate more focused and meaningful discussions.

2. Create a Research Outline: Instead of providing a rigid, script-like, full-scale discussion guide, outline the main research components or themes to be covered during the discussions. This approach offers a loose structure that guides the moderator while allowing for flexibility, exploration, and unexpected insights as the conversation naturally evolves.

3. Pretest Interviews: Consider including three to four pretest interviews to give clients a better understanding of how the moderator will conduct the actual research. This can help manage expectations and create trust by demonstrating the moderator’s understanding of the research objectives, interviewing style, and ability to adapt on-the-fly.
By embracing this approach, you pave the way for more personalized, adaptive, and fruitful qualitative research, leading to a deeper understanding of the subject matter and more valuable outcomes.

Overcoming Trust Issues

There’s another reason clients can be reluctant to relinquish control of the discussions guide: trust issues. As experienced as a moderator may be in leading discussions, they don’t always have a deep understanding of the topic that’s being discussed — especially if that topic is highly technical, complex, or specialized. In these cases, clients may feel the need to dictate the tone and language of the discussion guide — down to the last word and punctuation mark.

This is completely understandable, especially in a new and untested relationship. By maintaining tight control over the discussion guide and using it more like a script, clients can compensate for a moderators’ lack of knowledge about the topic being discussed. But again, this can end up stifling the conversation and impeding quality insight.

Letting go of this control is an exercise in trust on the part of the client. Partnering with a moderator and research team that bring a high level of understanding, ideally gleaned from first-hand experience, of the topic can help clients feel more comfortable with releasing the reins. Pretesting interviews (step three above) can also be an effective tool in building that trust.

Let Moderators Moderate

Ultimately, as researchers we should strive for that balance between providing structure and allowing for natural conversation within the research process. By recognizing the discussion guide as a flexible tool rather than a strict must-follow script, we can leverage its benefits while preserving the value of organic qualitative research.

This approach gives moderators the ability to be more attentive and responsive to the dynamics of the discussion, enabling them to probe deeper into relevant areas and follow interesting tangents that emerge naturally during the conversation. In other words, to become better moderators. And that leads to better insights.

Thinkpiece, a business specializing in B2B qualitative market research, is proud to announce national certification as a Women’s Business Enterprise by the Women’s Business Development Center – Midwest, a regional certifying partner of the Women’s Business Enterprise National Council (WBENC). WBENC Certification is the gold standard for women-owned business certification in the United States.

“I look around our industry, and while many amazing market researchers are women, I see few in the C-suite of MR companies. We need representation, affiliation, and solidarity. It’s my hope that our certification and success will inspire a wave of women researchers to start their own company if they have it in their hearts.

I’m excited for the future of Thinkpiece and know that this certification will open doors and connections to help us achieve our audacious goals.” – Bonnie Dibling, Founder and CEO

The WBENC standard of certification implemented by the Women’s Business Development Center – Midwest is a meticulous process, including an in-depth review of the business and a site inspection. The certification process is designed to confirm the business is at least 51% owned, operated, and controlled by a woman or women, and that the business has appropriate structure and strategic business planning and implementation in place.

By including women-owned businesses among their suppliers, corporations and government agencies demonstrate their commitment to fostering diversity and the continued development of their supplier diversity programs, which in turn empowers women as leaders and brings about a more diverse, balanced, and sustainable economy.

WBENC Certification combined with professional development and engagement in the WBENC network provides unsurpassed opportunities year-round, both virtually and in-person, for women-owned businesses to grow and expand their business and innovation through events, programming and connections with major corporations and other WBEs.

To learn more about Thinkpiece, please visit thinkpiece.com.

 

About Thinkpiece:

In the editorial world, a think piece refers to an in-depth analytical article with a forceful point of view – written to inspire and provoke thought and discussion that delves beneath the surface.

Thinkpiece builds on this concept and applies it with a focused lens to the world of B2B qualitative market research. More than simply serving up raw research for our clients to decipher, we reveal the deeper meaning hidden beneath the surface.

With moderators who came from the industries we serve, we bring an ‘insider” point of view that doesn’t shy away from complexity. And with analysts who are experts in human behavior and relationships, we add context that illuminates connection. We dive relentlessly into the research, exploring and interpreting it from every angle and multiple perspectives: as industry peers, research experts, and insatiable learners.

We take apart the research, examining each piece on its own without bias, then we put the pieces back together to reveal the whole picture that tells a cohesive story. Ultimately, we challenge our clients to think deeply and differently about their products, services, and audiences. We provoke new ideas and innovations. And we provide the insight to power better business decisions that better the world.

 

About WBENC:

Founded in 1997, WBENC is the nation’s leader in women’s business development and the leading third-party certifier of businesses owned and operated by women, with more than 18,000 certified Women’s Business Enterprises, 14 national Regional Partner Organizations, and more than 500 Corporate Members, most of which are Fortune 500. Thousands of corporations representing America’s most prestigious brands, as well as many states, cities, and other entities, look for and accept WBENC Certification. Through the Women Owned initiative, WBENC also is a leader in supporting consumer-oriented female entrepreneurs and those who do business with them by raising awareness for why, where and how to buy Women Owned. For more information, visit www.wbenc.org and www.buywomenowned.com.