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    What research can we accept then?

    Phd Readings Research Teaching
    I had a fantastic meeting with my PhD supervisor earlier this week, to review my approach to the research methodology chapter of my thesis. When we stopped for some lunch and a walk outside, James showed me two articles from the 19 October 2013 issue of The Economist. They blew my mind. Entitled How science goes wrong and Trouble at the lab, the articles outlined how much of the so-called scientific research conducted by academics is actually a load of rubbish. For example:
    • Last year researchers at one biotech firm, Amgen, found they could reproduce just six of 53 'landmark' studies in cancer research.
    • A leading computer scientist frets that three-quarters of papers in his subfield are bunk.
    • In 2000–10 roughly 80,000 patients took part in clinical trials based on research that was later retracted because of mistakes or improprieties.

    The examples and supporting narrative floored me—it was sobering reading. The points about how research is conducted, how research articles are reviewed and, most importantly, how research is funded (the funding mechanisms drives the behaviours) were enlightening. The lingering question in my mind, having dwelt on these articles over the last two days, is this: just what research can we accept then? The answer probably lies in the maxim recorded in the first sentence of the 'goes wrong' article: 'trust, but verify'.

    The exercise was a timely and helpful wakeup call for my own efforts, to ensure my work is 'good science'. Thank you James.
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    Are you an Advisor or a Consultant?

    Governance Leadership Management Performance Societal Wellbeing Teaching
    Periodically, I'm asked whether I'm an advisor or a consultant. For many years now, the answer I've provided has been 'advisor', often in an effort to avoid the stigma commonly associated with 'consultant'. (Consultants are the guys that borrow your watch to tell you the time, right?) However, as I've studied the English language more closely in the last couple of years, I've become much more comfortable with the term 'consultant', because it most accurately describes who I am and what I do. Let me explain.

    Generally speaking (although perhaps somewhat simplistically):
    • A consultant is a problem-solver, a simplifier. They are someone you call on to find a way forward, when you have a problem in need of a solution. At their best, consultants provide answers, or at least recommendations. They may or may not actually do the work to implement any solution you choose to pursue.
    • An advisor is a problem-definer. They are someone you call on as an impartial sounding board, to stimulate your thinking and to test ideas. At their best, advisors help survey the horizon and bring the future into focus. They may well recommend the names of others (consultants!) to help solve a problem once it is more clearly defined.

    While my priority as a pracademic is to think broadly about corporate governance and strategy in order to discover possibilities and pursue options, my clients are most interested in solutions to problems they face today – recommendations and answers – which fits nicely with my instinct to understand and solve problems.

    Now your turn: Are you an advisor or a consultant?
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    Finally, some sensible rhetoric from local government

    Governance Leadership
    I have written about failures of governance in the local government sector several times over the last six months or so. Hubris appears to be a common thread, whereby political agendas, grandstanding and various hobby-horse schemes get in the way of sound strategic and fiscal management—to the detriment of our cities and communities. It's a bit sad really.

    You can imagine my surprise then, to read this article on the living wage proposal recently adopted by Wellington City Council. It is one of the most coherent arguments that I have heard from a serving councillor in a very long time. Amongst other points, Councillor Young admitted that the decision process amounted to a failure of governance. Well done, Nicola Young. Hopefully your colleagues will read your article, see the sense in it and reverse their recent decision – but that may require the consumption of some humble pie, and the intervention of a higher power, like the ballot box, I suspect.
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    2014: A big year ahead...

    Conferences Phd Research
    The first couple of weeks of January are usually a fairly laid-back affair in New Zealand. As a population, we tend to 'get away' after the hustle and bustle of Christmas. We camp, we get out on the water, we hike, we read, and we share each other's company over food and drink. Corporate offices and factories are usually fairly quiet, with skeletal staff keeping things ticking over until things get underway again, usually in the second or third week or the year.

    One of my habits during the summer break is to think about the year ahead, to get a sense of where my priorities should lie. When I get back to my desk (6 January this year), I write my ideas down, make some choices and load important dates and deadlines into my diary.

    This year the decision process was easy: my doctorate is the priority. Here's a snapshot of how my year is shaping up at this stage:
    • January: write methodology chapter for thesis; quick personal visit to Sydney
    • February: write paper for British Academy of Management conference; continue boardroom observations; finalise methodology chapter
    • March: speak at International Conference on Management, Leadership and Governance (Babson, Mass); continue boardroom observations; commence analysis of data
    • April: update literature review chapter; continue boardroom observations; continue data analysis
    • May: final boardroom observation; continue data analysis
    • June: continue data analysis; second round CEO & Chair interviews; finalise literature review chapter
    • July: complete data analysis; write paper for European Conference on Management, Leadership and Governance; short winter break
    • August: thesis writing in earnest; think about conclusions
    • September: speak at British Academy of Management (Belfast, Northern Ireland); thesis writing; assemble first substantive draft of thesis
    • October: finalise first substantive draft for review by supervisors 
    • November: update thesis based on feedback from supervisors; speak at European Conference on Management, Leadership and Governance (Zagreb, Croatia)
    • December: complete final draft of thesis; submit thesis! 

    What does 2014 hold for you?
  • Published on

    When opportunism is misguided, society suffers

    Many things have contributed to the United States becoming a great and influential nation over the last sixty years—the taking of risks foremost amongst them. However, the same opportunism that motivated Rosa Parks, JFK and Martin Luther King (and others) in the 1950s and 1960s has precipitated a litigious, mistrusting society in more recent times.

    Misguided opportunism, encouraged by a self-serving legal 'industry', has led to some crazy claims and quite outrageous reparations, the most recent of which is reported here. While safety is important, the imposition of huge payouts for what are, in effect, accidents is counterproductive. Enquiring minds and innovative dispositions—so necessary to the creation of new knowledge, the discovery of new technologies and, closer to home, the formation of strong and robust communities—are stifled when a legalistic, rules-based culture gains the upper hand.

    It's no wonder that America's claim of being the greatest nation on earth is under threat.
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    Gosh, is this a good governance practice?

    Governance Performance Societal Wellbeing
    Several months ago, Tony Marryatt left his job as CEO of Christchurch City Council, following a falling out with Mayor Bob Parker (now Sir Bob) and others. As part his severance deal, it appears that Marryatt agreed to resign also from the board of Civic Assurance (more correctly, of the parent, Local Government Insurance Corporation Limited), the Council's insurer (yes, that sounds like a conflict of interest to me as well). 

    Marryatt did fufill his commitment to resign from the LGIC board as required. However, he was reappointed immediately. Wow, this sounds like a highly unusual decision process, to say the least. Some serious questions need to be asked. Two that spring to mind are:
    • Why did Marryatt allow his name to be considered for reappointment, when many questions hung over his reputation and recent performance? (Marryatt's unhappy departure from the CEO role was not his first.)
    • Why did the LGIC appointment panel even consider Marryatt as a candidate, let alone immediately re-appoint him?

    The matter raises many more questions as well, mostly about the quality of governance practice and decision-making at LGIC. LGIC is owned by several local councils, a sector that has endured a few failures of governance in recent times. Transparency and accountability are crucial if the confidence of the public is to be maintained. Hopefully the LGIC board will put its collective ego (and political motivations?) to one side and commission an independent evaluation, of its appointment process and its overall performance.