There is no hiding from the impact agenda. The impact weighting of the Research Excellence Framework has been increased for 2021, and more recently the UK Government announced a new funding stream for knowledge exchange. But achieving impact isn’t easy, especially for researchers early in their careers. If you ever have a spare week, or ten, it’s worth reading through some of the 6,637 REF impact case studies on the HEFCE website. There are some brilliant and fascinating examples of how researchers have achieved impact, but what strikes me most is how different impact looks across different subjects. At the risk of being flippant, among many of the medical or technological examples there is a familiar pattern and a clear route to impact: make breakthrough; license drug/technology; save lives/£millions. For social and political science (not to mention economics, languages, education, philosophy, etc.) the route to impact is much more fragmented. Among the 97 sociology case studies, for example, impact comes from numerous briefings of government officials and parliamentarians, before the academics join “networks” and “committees” discussing their research and wider issues. Their research is covered by national media, they meet even more people – practitioners or third sector campaigning organisations to pass on their knowledge. And, after all that, and often a good deal more, sometimes there is a policy or practice change that can be pointed to as a direct impact, sometimes not. Central to much of the impact is “access”. Prominent and experienced academics are more likely to get on the committees, know the right journalists and government officials, and have links into third sector organisations, etc. I worked with Professor Sir John Curtice, of election night fame, for a number of years. He didn’t need much support. I advised and facilitated, but after 30 years in the game he knew Whitehall (and Holyrood) inside and out – and they knew him. But many researchers, especially at the start of their careers, don’t... When did Professor Sir John Curtice know Whitehall? Pick the correct answer from the following options: - after 30 years - after 4 years - not enough information - after 2 years
after 30 years
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Companies, communities, families, clubs, and other clumps of humans all have some inherent social dynamics. At a simple level there are leaders and followers, but in reality the lines are rarely as clear as that. Many leaders, with a common example being some founders, have tremendous vision and imagination, but lack the skills to translate that vision into actionable work. Many followers need structure to their efforts, but are dynamic and creative in the execution. Thus, the social dynamic in organizations needs a little more nuance. This is where traditional management hierarchies break down in companies. You may have your SVPs, then your VPs, then your Senior Directors, then your Directors, and so on, but in reality most successful companies don’t observe those hierarchies stringently. In many organizations a junior-level employee who has been there for a while can have as much influence and value, if not more, than a brand new SVP. As such, the dream is that we build organizations with crisp reporting lines but in which all employees feel they have the ability to bring their creativity and ideas to logically influence the scope, work, and culture of the organization. Sadly, this is where many organizations run into trouble. It seems to be the same ‘ol story time after time: as the organization grows, the divide between the senior leadership and the folks on the ground widens. Water cooler conversations and bar-side grumblings fuel the fire and resentment, frustrations, and resume-editing often sets in. So much of this is avoidable though. Of course, there will always be frustration in any organization: this is part and parcel of people working together. Nothing will be perfect, and it shouldn’t be…frustration and conflict can often lead to organizations re-pivoting and taking a new approach. I believe though, that there are a lot of relatively simple things we can do to make organizations feel more engaging. Divison between employees and senior management starts Pick the correct answer from the following options: - not enough information - Over years of growing apart - time after time in every work environs - Over the time of a week
(Answer)
Over years of growing apart
Question: I think that one of the people who caused me the most misery for the longest was someone that I’ll call “Luna”. So, most people have probably met that person that acts all suicidal and then uses that against you. For example, you’re talking to someone like that and you’re having some sort of argument and the moment they realize they aren’t winning they send you pictures of their bloodied wrists and say “This is your fault”. Well, that person was my friend for a long time. Every time I would try to leave her to go to sleep she would threaten to do “something bad” and I knew what she meant, and me, first meeting her when I was around 9 or 10, and I was still extremely naive. So most of the time, I ended up staying awake til 3 AM on school nights and I would get only a few hours of sleep, and she’d be happy because her life wasn’t worsened at all. But I think the thing that made me the most miserable, was the fact that it never got better. No matter how much I talked to her, or how sympathetic I tried to be, or how much I tried to convince her to be happier, it never got better. She still acted super depressed, but like it was a joke. All of these things combined to make me completely miserable because it seemed like it was all for nothing. But I just let it happen, because she was the only person I had and she was really my only “friend” at that point, and all the way up to seventh grade. So for that entire period of time, she certainly wasn’t the only source of misery for me, but she made me feel way worse than I would have if I hadn’t been friends with her. Why would the author only get a few hours of sleep? Pick the correct answer from the following options: - not enough information - She was naive - She stayed awake til 3 AM - She was afraid Luna would do "something bad"
Answer:
She was afraid Luna would do "something bad"