Tag Archives: creativity

Papers into PowerPoint: Help Your Students Turn Their Papers into PowerPoint Slides

Academic papers are not good candidates for PowerPoint slides. Instructors, conference organizers, and seminar conveners expect submitted assignments and papers to have all the trappings of academic legitimacy, which means a literature review, justification for hypotheses, extensive description of methods used, and evidence used to support empirical conclusions. I have seen students build PowerPoint presentations by beginning at the title page and systematically working their way through every section, faithfully following their papers’ layouts.

Consequently, they create presentations with massive walls of text, few visual aids, too many embedded references, and so many slides that they can’t finish in the time allotted. Because they are afraid of leaving out essential points, slides are crowded with text from top to bottom. Some even copy whole paragraphs from their papers onto the slides. Inevitably, two things happen. First, to assuage their fears of overlooking something, students use slides as their scripts, mindlessly reading the slides to us, word for word. Second, audience members who try to read what’s on the slides while at the same time listening to what the student says – – after all, it is possible that presenters will slip up and say something unplanned – – find the task impossible. Our brains are not wired to listen and read at the same time, regardless of what some people believe about “multitasking.”

With so many slides to cover, students soon find that they are running out of time. What to do? Should they omit some of their precious slides, pushing past minor slides to get to the major points? Or, should they just talk faster? Nine times out of 10, “faster” wins because they hadn’t prepared for the possibility that they would need to edit on the fly. Consequently, they can’t do it. Their only option is to talk faster.

Raven Discovers Humans

Raven Discovers Humans, by Bill Reid, UBC Anthropology Museum, Vancouver

I suggest a better design process. First, tell the students to organize the presentation as if there were no paper. Ask them to put the paper away and not consult it again until they have a first draft. If they have read the literature, created a paper outline, written the paper, and then copyedited it, they should know the story by heart. No need to continuously consult the paper while preparing the slides. Second, they should find out exactly how much time they will have for the presentation. In a typical 15-minute presentation, presenters can probably cover six or seven slides, or maybe a few more if they are just graphs and pictures. If it is a seminar presentation and they have 20 or 30 minutes, they can add a few more slides, although I prefer to add more words to my oral presentation than slides to the slide deck. Regardless of much time is allotted, presenters should practice the entire talk at least twice.

Third, using as few slides as possible gives presenters flexibility in how they use their time. With more slides, each of which must be displayed/described, presenters’ hands are tied when they realize they are running out of time. (Or in exceptional cases, they discover a time surplus!) Having a small number of slides, from the very beginning, means that presenters prepare to talk more and consciously work harder to maintain their connection with the audience.

Fourth, presenters should reflect on the story they want to tell. How will it begin, how will it end, and what needs to go in the middle to justify the ending? I emphasize again: do this without going back to the paper!

Try this experiment: Imagine yourself in a conversation with a friend. Explain to them the problem you set out to address in your paper, what motivated you to take it up, what previous work was critical in shaping your own thoughts, how was your research designed, where did you get the data, how did you do the analysis, what did you find, and what does it all mean?

Fifth, plan the flow of the presentation. For a 15-minute presentation, presenters should lay out six or seven blank sheets of paper on the table and moving from left to right, write down the main point they will make with that slide. These slides will be the script, but not a script is read. Instead, the slides, and especially the graphics on them, will be their cues as to where they are in the story. Think of the slides as analogous to the story-board that movie directors use to plan their shots. Some of the slides might just have a title and a picture or two, whereas others might have a few bullet points. Full sentences are deadly for PowerPoint – – they encourage people to read, rather than listen.

The Internet allows access to thousands of images, and under the Creative Commons licensing system, if you give credit to the originator of the image, you’re free to use it however you choose. Find relevant images that convey the point of the slide. Ideally, they should advance the story and comment on it.

Finally, when presenters have finished the first draft of the story, with each slide having a title and possibly an image, consider turning on the built-in design assistant from PowerPoint. I found it makes great suggestions and you can create eye catching graphics by following its advice.

No amount of fancy design work will make up for a poor story, but many a good story has been ruined by poor design. Help your students get a leg up on the process by telling them to put the paper away and craft a story from their own understanding and imagination.

Derek Lidow’s Terrific New Book on Entrepreneurship

Derek Lidow’s book, Building on Bedrock: What Sam Walton, Walt Disney, and Other Great Self-Made Entrepreneurs Can Teach Us About Building Valuable Companies, is a welcome corrective to the overhyped promotion these days of high capitalization, high-technology, and high-risk businesses. Bedazzled by the wild hype surrounding gazelles and unicorns, entrepreneurship researchers have continued to focus on the black swans, even though the total IPOs in any given year would fit comfortably into a large lecture hall, as on average just over 100 U.S. firms went public annually between 2001 and 2016. The number of new ventures receiving venture capital funding annually in the United States has not changed appreciably in the last 20 years, hovering around 1400 per year. Nonetheless, business books and prominent entrepreneurs continue whipping up enthusiasm, encouraging entrepreneurs to take big risks in anticipation of big gains.

Robert Davidson sculpture

Meeting at the Centre, by Robert Davidson

In contrast, Derek Lidow points to “bedrock entrepreneurs” as the true foundation of economic prosperity in the United States. Every year, hundreds of thousands of ordinary businesses are started in the United States, many by people who have no idea what they are doing and who are not prepared for the challenges they will face. Martin Ruef and I wrote about these “mundane entrepreneurs” in our book, Organizations Evolving, and Paul Reynolds has diligently documented their existence through large scale representative samples of business starts. Lidow offers sage advice to would-be entrepreneurs, suggesting that many of them would be better off taking wage and salary jobs. But, for those who are willing to prepare themselves for the challenges, he recommends going for it.

But, “going for it” does not mean in the reckless way encouraged by entrepreneurial self-help books, but rather in a mindful, reflexive, and experimental way. He shows that successful entrepreneurs are not differentiated from the rest of us by any inherent talents, but rather by their willingness to learn from their experiences. He recommends that entrepreneurs continue experimenting until they either get it right or realize that the venture they’ve planned will not work.

This is a delightful book, written by somebody who has had a productive career running a family business, starting his own business, being CEO of a listed company, and then transitioning to a university position. He has the life experiences and educational training, including a PhD in applied physics from Stanford, to offer valuable advice. He readily admits his mistakes and is humble about his successes.

I highly recommend this book to anyone who’s contemplating entrepreneurship and to anyone who is consulting, teaching, or otherwise involved in the entrepreneurial community.

 

Strategies for Managing Team-Based Research (co-authored with Akram Al-turk)

The scientific community celebrates individual achievements by conferring prestige and honors on scientists who win out in the competitive game of being the first to publish innovative research. Paradoxically, however, modern scientific expertise rests heavily upon work carried out by teams, rather than scholars working on their own. Tensions between the forces of competition and cooperation thus infuse every aspect of scholarly activities: grant writing, publishing, leadership in scientific organizations, and so forth. Thus, it is understandable that graduate students and junior scholars would be perplexed by how to manage such tensions.

We believe the key to successful collaborative relationships lies in preparing for them ahead of time, rather than attempting to deal with problems as they arise. In fact, some research suggests that the effectiveness of collaborative work is determined before any of the work is carried out. We have identified four structural elements that increase the likelihood of creating and sustaining collaborative relationships.

Define the Scope and Logic of the Project

At the start, the parties to a collaborative relationship should agree on a project’s scope and logic of inquiry. The researchers should ask themselves a few questions that will ensure that they are all on the same page. For example, will the project be open-ended, continuing until all possible avenues of interpretation have been explored and as many papers as possible published? Or, is the project more self-contained, with target journals or conferences identified and the project ended when a paper is accepted? Is the relevant data for the project already in hand or clearly identified, or will building a new dataset be a major thrust of the effort? Sharing “mental models” of the work to be done and how it should be carried out leads to effective teamwork.

In addition to being able to answer these questions, the types of goals a team comes up with will likely affect how well the collaboration goes. Although “write a paper together and get it published” is a common goal for academic collaborations, the success of the research project may depend on having a compelling goal. Is the research question challenging and (by academic standards) somewhat consequential? And, is the goal focused enough so that researchers are working toward a final product but open-ended enough that researchers have some level of autonomy and can be creative when the need arises? Interdisciplinary teams need to communicate with one another the reward systems of their disciplines, as some may place higher values on books than journal articles, or may value certain kinds of journals over others.

Agree about Responsibilities

Teams should also be deliberative and explicit about each researcher’s responsibilities.  External factors often dictate how well an organization (or group) does, but individual interventions, especially by team leaders, can lead to more effective team performance . Teams should decide whether one person will be identified as the “leader” of the project, ultimately responsible for taking major decisions (after consulting with the team) or whether leadership responsibilities will be rotated. In either case, a leader can increase effectiveness by ensuring that the research team comprises individuals whose skills and competencies complement each other and all contribute to the overall goal of the project, designing tasks that give everyone enough autonomy to make their contributions personally fulfilling and meaningful to the project and establishing norms of how the group will work and interact . Teams should identify each team member’s competencies, clarify what that member will do to move the project forward, and make sure everyone on the team knows the others’ roles.

Enforce Deadlines and Give/Receive Timely Feedback

Failure to meet deadlines often sinks collaborative relationships. However, failure to even set deadlines is probably a bigger headache. Without deadlines, members have no way of holding one another accountable for holding up their end of the relationship, as a member can always say that they’re not quite finished yet or they will have their part done “soon.” To receive the benefits of collaborating with people who have complementary skills, team members must be ready to comment in a timely fashion on intermediate products produced by others. First, team leaders can make sure that all researchers on the team are kept in the loop about how the project is going. Second, leaders can try to encourage everyone on the research team (and model ways) to provide good, timely feedback, e.g. by scheduling regular feedback sessions.

Use Coordination Mechanisms That Facilitate the Collaboration Process

Coordination and communication challenges can hinder the success of collaborative research. Although email and video conferencing services such as Skype have become ubiquitous, these technologies do not necessarily ensure that collaboration is successful. For example, although email and video conferencing allow researchers to communicate more easily, these kinds of tools may not be the best for task coordination, information sharing, and intra-project learning. One of the main challenges for teamwork is juggling multiple and simultaneous work tasks. Researchers, therefore, should use tools that help them manage these multiple tasks, allowing them to know what’s expected of them and see changes to the project almost instantaneously. A plethora of programs and software now allow for this. We recommend that researchers start with one that has low start-up costs—both in terms of time and money—and not be lured by fancy features, as they can be a time sink. Sometimes, investing in innovative technologies is worth the time, but teams should be deliberate about whether the investment is worth it for their project.

Summary

We have identified strategies for mitigating or eliminating collaboration problems in team-based research. At the beginning of a project, face-to-face meetings can establish the ground rules and expectations were all members of the team. Free riding, shirking, and social loafing are much harder when team members agree on responsibilities and create monitoring and enforcement mechanisms. Candid and timely feedback limits the damage that emergent problems can create, but requires strong leadership and commitment by all members to be effective. Finally, as in other collaborative efforts, state-of-the-art coordination and communication technologies facilitates effective team governance.

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If you don’t have time to do it right, when will you have time to do it over?

One of my favorite expressions is “if you don’t have time to do it right, when will you have time to do it over?” I believe that the legendary UCLA basketball coach John Wooden was the first to use this expression. How does this apply to academic writing? After a little thought, I came up with these five examples of putting things off that would have been better accomplished had they been completed at the appropriate time:

John Wooden

John Wooden quote from http://www.brainyquote.com/

First, not doing a full outline before beginning to write a draft. Even in my senior honor’s seminar, open only to the best students in our program, many students give me a funny look when I ask them whether they do an outline before they began working on their papers. Okay, you say, those are undergraduates, what do you expect? However, when I ask the same question of graduate students and even faculty, many say they can’t be bothered, offering various excuses including “it takes too much time,” “I like to discover my central theme as I write,” and my favorite, “it hampers my creativity.” I liken this practice to hikers walking into one of our large national forests on a week long track without a map. What do we call such people? Lost. Somebody will eventually need to rescue them. In academic settings, the rescuers are often editors and reviewers.

Second, skipping a difficult section while writing a draft. Assuming that you prepared an outline, you have an end goal in mind and so the problem is just to execute. However, the only way to test whether the outline actually represents a coherent narrative for your story is to go through it from beginning to end, in order. The difficult bits that you skip over, assuming that they can be written later, might actually be the points where you eventually discover that you can’t get there from here. When writing an outline, it is fairly easy to convince yourself that, as seen from the mountaintop, there is a walkable trail from the park entrance to the creek. On the ground, however, the unbridgeable chasm that was concealed by the tall trees becomes readily apparent. It is much easier to do it right the first time than to walk back to the entrance and start over again.

Third, not recording the full reference for a book, article, or blog post when you first take notes on it. It is easy to convince yourself that you can always come back later and get the rest of the reference you need for the bibliography. Moreover, there’s a chance that you won’t actually use the material in your paper, and so why spend extra time writing down all that information when you’ll never need it. Indeed, why bother? The answer becomes painfully apparent when you discover the incomplete references on the morning you plan to submit the conference paper, to meet the announced deadline, and you find that the library server is down.

Fourth, not doing the descriptive statistics before beginning the multivariate analysis in a statistically based paper. I try to teach my students the relevance of this potential misstep when they bring me the first draft of their paper and I point out the implausibility of a coefficient or two. Could it really be true that people with college degrees earn less than those who dropped out of school? Quite likely, somewhere along the way, a coding error or data transformation mangled the true values. Carefully scanning means, standard deviations, skewness, and other basic properties of the data goes a long way toward reassuring me that you actually understand your data.

Fifth, sending out a paper for comments from your friends and colleagues before you have proofread and copyedited it. Nothing says “I don’t care about your time” more than sending a colleague a paper full of typos, misspellings, botched grammar, and other mistakes that could have easily been caught with an hour or so of careful reading. I suggest first running the paper through a standard spelling and grammar checker on your word processor, then printing the paper out and reading it line by line. To ensure perfection, you might try having a very patient and loyal friend read it aloud to you. Here’s your chance to discover the true meaning of a “strong tie.”

John Wooden was surely right: although each of these shortcuts will seem to save you time in the short run, the gains are purely illusory. You have merely embedded problems in your work that will come back to haunt you later, especially when they are discovered by others. Do yourself, your friends, and your reviewers a favor: take the time to do it right the first time.

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What To Do After the Reviews Arrive

Over the past decades, I have responded to more than 100 revise and resubmit requests from editors, served about 10 years as Associate Editor of the Administrative Science Quarterly, and reviewed hundreds of papers for dozens of journals. Closer to home, I’ve had the experience in the past year of responding to several tough R&R requests, and thus I decided to see whether I had learned enough to share some general tips with other authors. So, here are a few, with no claim to originality on any of them.

Ryōan-ji Temple

Ryōan-ji Temple, Kyoto, Japan. Only 14 of the 15 rocks are visible from all vantage points

First, just wait. After you finish reading the editor’s letter and the reviews, you might feel the need to “do something.” My advice? Don’t! Read the letters a couple of times to make sure you’ve noticed everything and haven’t spent more time on the negative then the positive reviews. Then, put them aside and just think about them for a day or two. Or longer.

Second, moderate your emotions. It is natural to feel annoyed, irritated, and even angry about a letter that points out the flaws in your work. However, letting your anger get the best of you will lead to unprofessional behavior which you will later regret. Given that the letter is a revise and resubmit request, there will be sentences in the reviews that say positive things about your work. Relish them and then move on. Similarly, there will be sentences in the reviews that lead you to question the intelligence and motives of the reviewers. Such thoughts are not helpful. They block rational thinking about the strategic course of action you need to take.

Third, thank the editor. The letter probably asks you to indicate to the Journal whether you plan to resubmit and if so, by what date. I never turn down such invitations. Even if the letter says something like “meeting the reviewers’ comments will require major changes in the manuscript,” the fact that the editor thinks you have a chance is reason for celebration. So, don’t complain in the message you send back to the Journal; just tell them that you’re grateful for the opportunity to revise the manuscript and you will be returning it within 30, 60, or 90 days, or whatever time frame it is that you’ve been given. Editing is mostly a thankless job — give the editor a break.

Fourth, do not send the manuscript unchanged to another journal! Occasionally I hear friends and colleagues tell me that the effort to meet the revision requests is not worth it and they’re just giving up and sending the paper to another journal. That’s a big mistake. Why? First, for most journals, far less than half of the authors submitting papers are given opportunities for revision. Somebody likes your work. Second, the odds of an acceptance skyrocket for most journals, once the paper has been given an R&R. For some journals, the odds approach 50% that a revision will be accepted. Whatever the number, if you cared enough about the Journal’s reputation to submit to it in the first place, you’ve now got a much better opportunity to publish in it and so you shouldn’t turn it down. Third, and perhaps most important, it is quite likely that at least one of the reviewers who told the editor that the paper needed work will be a reviewer for a subsequent journal to which you send the paper. Nothing angers a reviewer more than to learn that all the work put into a review has been ignored by an author who has chosen to send the unchanged paper elsewhere. Sending the paper elsewhere without revising it is likely to elicit a strong rejection or at least one really strong negative review!

Fifth, consider the possibility that the reviewers were right. Lots of research in cognitive neuroscience tells us that people consistently overestimate the value of something they have produced, as well as being wildly overconfident that their work is above average. Don’t be one of those people. Take the reviews to a colleague and, without biasing their response with a negative cue, ask them to tell you what they think of the reviews. You will be surprised at the response. Although your colleagues can put themselves in your shoes as a spurned author, they probably have had much more experience as a reviewer than as an author (judging by the average colleague’s CV), and so their sympathies are quite likely to lie with the reviewers. Listen to what they have to tell you.

Sixth, make a plan. Every revise and resubmit editor’s letter asks an author to not only revise the manuscript but to include a document that indicates how each of the comments made by the reviewers was dealt with. You can get a head start on that document by using the reviews to create a plan for revision. First, fit the plan to the comments. If the points in the reviews aren’t already numbered, number them. Keep track of which reviewer said what by giving each reviewer a letter, e.g. A, B, and C. Second, indicate whether you accept the criticism and can do something about it (adding literature, clarifying language, conducting new analyses, and so forth) or you can’t. If you can’t do something about it, indicate why. Third, clearly indicate which of the comments will require moving words around (theories, concepts, models, etc.) versus which will require new analyses. Externalizing your thoughts in this way will show you whether you truly understand what the editor is asking you to do. (You can write back and asked for clarification of murky points.) It also gives you a sense of the magnitude of the effort required to meet the comments. This document will be both a plan for revising the manuscript and the template for the letter you will write to the editor.

Seventh, don’t lengthen the text. Almost all papers that are submitted are close to or over the ideal word limit set by a journal. Although you may claim that you can’t deal with the reviewers’ comments without adding more words to the text, that is surely not true. Unless you had hired a professional editor before submitting the paper, there are many places in the text where you will find redundancies, unnecessary digressions, and so forth. Use the revision opportunity to shorten the text, or at least to ensure that it is no longer than the original submitted.

Eighth, be generous. Avoid gratuitous insults to the editor or reviewers in the letter you of explanation write. Although it is tempting to claim to an editor that the reviewers misunderstood your manuscript because they’re out of touch with the literature or have inferior reading skills, you’ll gain no profit by doing so. Avoid effusive praise, but do thank the reviewers when they genuinely pointed out something that you had missed. In simple declarative prose, explain to the editor and the reviewers how you understood each of their points, how you responded to it, or why you were not able to.

If you follow these tips, I cannot guarantee you that your resubmitted manuscript will be accepted. However, I can guarantee that your professional reputation will emerge intact and you’ll live to fight another day. You will also feel better about the process.

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Organize literature reviews by ideas, not authors

A few days ago I received a draft manuscript from some friends who asked for comments. The manuscript was prepared for a handbook meant to summarize the state-of-the-art in an emerging field and thus was intentionally focused on reviewing the literature and identifying trends. I first checked the references and saw that they had included what I expected. Therefore, the review was certainly up to date. I settled in for a good read.

Wilhelm Hofer

Wilhelm Hofer “Medir a Coherencia da Vitalidade.” Santiago de Campastella

The first paragraph announced the paper’s purpose and then laid out the plan of the paper. It was organized into thematic sections, with short headlines identifying the themes. No surprises so far.

However, as I read through the paragraphs, I noticed a pattern that has become all too familiar to me over the years, in my roles as reviewer, editor, and commentator on other people’s work. The first sentence of nearly every paragraph began by mentioning a particular author’s work, often with the author’s name the first words in the first sentence. For example, “Smith (2014) studied 94 entrepreneurs in the process of beginning their first ventures, focusing on how they picked the industries they wanted to enter.” Subsequent sentences provided more detail on what Smith had done. Occasionally the paragraph included mentions of other authors, but often the entire paragraph was devoted to a single author.

In the paragraphs that followed, the pattern recurred. Each told us about a particular author or authors and their work. Sometimes the authors were strung out in a narrative that presented the work chronologically, but often the organizing principle wasn’t clear, beyond the fact that all the authors in this section could be grouped under a common theme.

By the third page, I was ready to throw in the towel. The authors were asking me to do the work that they should have done, before beginning to write the paper: group the papers reviewed by concepts and principles and then use topic and concluding sentences to tell us why the work reviewed is important. Rather than organizing the review by authors’ names, they should’ve organized it by ideas and concepts.

Thus, the paragraph that now began with “Smith (2014),” should have instead begun with “Most studies of how entrepreneurs choose the industries they want to enter have found that entrepreneurs enter industries in which they have worked, rather than taking a chance on coping with unfamiliar environments.” Smith’s contribution could then have been placed into the context set by a strong topic sentence. For example, Smith might have conducted a particularly valuable study because it included a large nationally representative sample and well – documented indicators of the concepts under investigation. By contrast, Jones could’ve been mentioned in the same paragraph as conducting a study that seemed not to support the topic sentence’s empirical generalization but, in fact, the study should be discounted because of fatal flaws in methodology.

Literature reviews that follow a simple narrative structure of serially presenting author after author are easy to write but do little to advance our understanding of how to interpret previous research and how much confidence we should place in it. As I’ve mentioned in other blog posts, a better strategy is to read all the relevant works and write interpretive notes on them. Then, the interpretive notes should be sorted into conceptual categories and further ordered along the dimensions that emerge from a close reading of the notes. For example, one dimension might be “research designs used,” and another might be “theoretical perspectives framing the research.”

The resulting emergent conceptual categories and principles should then be used to organize the literature review, with authors’ names subordinate to the higher-order principle of capturing central tendencies and the extent of diversity in the literature.

So, the next time you read a literature review and notice that nearly every paragraph starts with an author’s name, ask yourself, did the authors really do the tough analytic work required to add value to the literature? If not, perhaps here is an opportunity for you to step in and do more! Organize your own review by ideas, not authors.

Use the norm of reciprocity to get constructive feedback on your work

In popular fiction, authors are often portrayed as isolated and tortured souls, locked away in a garret apartment or in a cabin in the forest, producing their great works without benefit of human companionship. In reality, writing is an extremely social activity, highly dependent upon an individual’s network of family and friends. Peer networks play in a particularly important role in moving writing from solipsistic doodling to prose that others want to read. Let me suggest one way in which social relationships are critical: finding people willing to offer critically constructive feedback on the work.

Boston MFA

MFA Boston

When your draft is completed, how will you know what reception it will receive from the intended readers? When I talk to academic writers about this question, I point out that the most risky action an author can take is to submit to a journal a paper that no one else has yet read. Although it seems incredibly shortsighted, I often talk to people who’ve done exactly that – – they claim that they really couldn’t find anybody they thought would be a good reviewer. Thus, to get feedback on their work, they plunged ahead and sent it out for review.

Why is this risky? For most academic journals, the best outcome of initial review is an invitation to revise and resubmit the paper. Thus, the initial submission is not an attempt to get the paper published as is, but rather to convince the reviewers, and hence the editor, that the paper has enough merit to warrant the journal spending an additional round of reviewing on it. If you submit a paper that has not been evaluated by anyone yet, it is quite likely that it contains so many serious problems as to preclude the likelihood that reviewers and editors will see it as worthy of a revision. So, at the very least, it makes sense to seek feedback from others that will enable you to fix major problems with the paper before submitting it, thus increasing the odds that you will get a chance from the journal to revise the paper.

But who should you turn to for such feedback? I recommend thinking first of strong ties and then expanding beyond them in selecting people whom you will ask for feedback. First, you can turn to your local circle of colleagues and mentors. You might join a writing group with others who seek feedback on their work. With others writing about similar topics, you could organize a workshop at which you present your papers. Second, you can locate potential reviewers by attending conference sessions at which people in your field are presenting their own work. Third, if there are several authors whom you relied heavily upon in your literature review, they are likely candidates for providing feedback.

When I make such suggestions, especially to graduate students and junior faculty, they almost immediately object. Why would these people be interested in helping you out? Providing feedback is a lot of work and it seems unlikely that people you hardly know would voluntarily give up their precious time to spend it on your draft. Even close colleagues and mentors are mentioned as people evidently disinterested in providing timely feedback. (That could be a topic for another blog post!)

Anthropologists and sociologists have given us the answer to why we might expect these people to help: the norm of reciprocity. How does it work? In just about every culture where the phenomenon has been studied, we observe that when somebody does a favor for someone else, the person receiving the favor incurs an obligation to return it. You can use this norm to your advantage, but you must be strategic about it.

Locally, ask a fellow graduate student or junior faculty member if they are working on any projects on which they would like feedback. Do they have any working drafts they can share with you? At a conference session, stick around after the presentations and speak with the scholars from whom you’d like feedback. Again, don’t tell them that you are seeking feedback on your own work, but rather ask them if the paper they presented has been published, and if not, if they would like feedback on it? For scholars you know only through their journal publications, write and tell them that you find their work very interesting and that you are interested in keeping up with cutting edge findings in your field. Ask them if they can send you their working papers and if they’d be interested in receiving feedback.

If the targets of your solicitation respond positively, take the next step. Ask them to send you a digital copy of their work and ask what specific issues they are concerned about; for example, adequate recognition of prior work, arguments supporting proffered hypotheses, and clarity in interpretations of findings. Find out if they are working to any deadlines and in particular, if the paper has already been submitted for review. It’s important to ask about the status of a paper, as there is little point in sending people comments on a paper that is currently in the review process. Whatever you have to say will be overridden by the editor’s requests of the author.

Now we come to a critical component of my recommendation: in your comments, you need to show the person what kind of feedback you would like for your own work. In doing so, you prepare the groundwork for a working relationship with a constructive critic who can give you the help you need.

How do you teach someone else what kind of feedback you would like? Remembering the norm of reciprocity, you need to show them what a competent and constructive review looks like by doing one yourself. Provide higher order rather than lower order feedback. Critique their ideas and concepts, not their spelling and grammar. For example, point out problems with the flow of the argument or with lack of a connection between the literature cited and the inferences drawn.

Technology is our friend in this case. Microsoft Word makes available two excellent writing tools — Insert Comments and Track Changes — one of which you can use in providing feedback and one that you should avoid.

Do use insert comments by marking blocks of text and then writing explanations to the author for why you have marked them, as I noted above. Do not use track changes by inserting your own words into the author’s text. “Track changes” is for co-authors, not commentators. It is not your job to point out spelling mistakes or errors in grammar, unless someone specifically asks you to do so, and even then, you should resist. In short, leave the copy editing to the author or somebody who is paid to do such work. Your job, as a reviewer of their work, is to provide feedback on the substance of their argument. So, aim high.

The norm of reciprocity is so powerful that it will probably not be necessary for you to enter into an agreement, a priori, with the person whose work you are citing. Instead, by following the above steps, you will have prepared the other person for a subsequent request from you, asking them if they’d be so kind as to provide similar feedback for a draft paper of yours. Of course, there is always a risk that you will be turned down, which is why I recommend only commenting on the work of others whose work you genuinely find interesting and is in fields which you know enough to provide useful feedback.

Start small, with your local circle, and then work your way out to others you don’t know personally. You will be astonished at how grateful even well-known authors are to receive constructive feedback on their work. I have met a lot of good friends this way.

In my own work, I am delighted if I can find five or six people to provide the kind of feedback I’ve mentioned above – – feedback on the substance of my arguments. More than that and I’m ecstatic! This past month, I sent a paper to three friends overseas with whom I previously talked about the topic, and I sent it to three other scholars whose work I admired but whom I never met face-to-face. In their cases, I made clear to them why I was seeking their help and advice on whether I had used their work properly. I sent it to several people with a request that they only look at one particular facet of the paper, and ignore the rest, unless they had the time to do more. As a consequence of these solicitations, I believe the paper improved enormously from the early drafts to the latest drafts, and now I am ready to send it on to the formal reviewing process.

Journal reviewers will be anonymous and brutally honest! Better to learn all you can before the paper reaches their desks

Can you live up to the titles you choose for your papers?

Which of these two papers, on the same theme, would you read first: “Patterns of Vandalism during Civil Disorders as an Indicator of Target Selection” or “Mad Mobs and Englishmen? Myths and Realities of the 2011 Riots”? The former is wordy and boring, not reflecting the passion and chaos that typically characterize riots, whereas the latter is cheeky and informative, conveying a sense of an author who’s keen to connect with readers. Sadly, the boring title was chosen by my co-author and I in 1972 for our otherwise well-executed study of civil disorders in US cities in the late 1960s, thus consigning it to the dustbin of academic history. It reported on the only large-scale longitudinal study of small businesses that were at risk of being targeted and convincingly showed that there was an implicit logic to the choice of targets by people involved. Despite being published in the flagship journal of the American Sociological Association, it has been cited only 64 times in the past 43 years. By contrast, the “Mad Mobs” book, published only a few years ago (2011), has already been cited 52 times.

Venice vaporetto

On a vaporetto in Venice

I believe some, but not all, of the difference in the perceived usefulness of these two papers reflects their authors’ choices of titles.

So, what makes for a “good” title? Let me offer four suggestions, based on my experience with writing dozens of titles, good and bad.

First, I strongly suggest choosing a title that you must live up to – one with bold and even outrageous claims to importance. It should make promises about the payoff that readers will expect you to keep. Of course, the risk is that they will be deeply disappointed if their expectations are not fulfilled. Do not disappoint them! Set the bar high and motivate yourself to get over it.

Second, simple titles with an emotional resonance that surprise readers and foreshadow the paper’s “hook” are my goal. Finding them is arguably as important as crafting a strong narrative for your paper. Indeed, I have discovered that choosing a memorable title often completes the final piece of the puzzle that shows me the way forward for the narrative.

How simple? Entrepreneurship through Social Networks” is a 4-word title – with no colon and thus no follow-on description of its contents – that succinctly captured the essence of what Catherine Zimmer and I had to say. Published in 1986, it has been cited over 2600 times, garnering several hundred citations each year for the past decade. The paper’s narrative offers a few simple ways in which social contexts and connections can increase the likelihood of people becoming entrepreneurs, none of which were new to the literature in the 1980s. Evidently the title is a magnet for people who already believe that networks are important for entrepreneurship and just want a confirmation, in print, that they can cite to substantiate their beliefs.

Similarly, “Who’s the Boss? Explaining Gender Inequality in Entrepreneurial Teams” asks a simple question but doesn’t necessarily imply what the answer will be. From the words after the colon, it is clear that Tiantian Yang and I will be looking at men and women as bosses, within entrepreneurial teams, requiring people to actually read the paper if they want to know the outcome of our inquiry. We could have written a longer title, such as “Will Men or Women Be in Charge of an Entrepreneurial Startup?” Instead, the simple “Who’s the Boss?” suffices to provoke a reader’s interest, especially coupled with the material after the colon.

Third, I suggest choosing a surprising title. How surprising? Studies of babies show that even at a very young age, they have a strong sense of the causal interconnectedness of their world and thus take for granted a lot of what they see. By contrast, they are startled when their expectations about the world are thwarted and focus intently on where things have gone wrong. Authors can use this trick of confounded expectations to heighten interest in their papers.

In our paper on generational units, collective memory, and imprinting, Steve Lippmann and I took an old proverb and slightly twisted it, generating the title “A Rolling Stone Gathers Momentum.” Note that we only changed the last word in the proverb, but that change completely overturned the original meaning. Instead of gathering no moss, the stone now picks up speed as it moves along. The new meaning fit well with the paper’s theme, which was that a combination of imprinting and collective memory create generational units that play leadership roles in a region’s economic development over time.

Surprise can also be generated by conjuring up bizarre images, as Ellen Auster did in our paper “Even Dwarfs Started Small: Liabilities of Age and Size and Their Strategic Implications.” Strange as it may seem, the first part of the title actually anticipates quite well the papers theme, which is that small organizations are ubiquitous in the world and that few of them grow significantly. Auster and I discussed the ways in which small firms coped with their disadvantaged starting point.

Fourth, you earn a bonus if your simple and surprising title also subtly implies the paper’s hook, especially if you can do it in the words before the colon, rather than after. I published “Paradigm Wars: Donaldson Versus the Critics of Organization Theory2″ in the late 1980s, when Lex Donaldson had taken on not only what he called anti-managerial theory but also the threats to organization theory from social constructionists. My initial title was “Paradigm Warriors,” but I decided that I wanted to put the focus on the theories themselves, rather than the protagonists.

Fools Rush In? The Institutional Context of Industry Creation,” published in 1994 with Marlena Fiol, was deliberately posed as a question because we wanted to capitalize on the skepticism of the academic community at the time toward entrepreneurship. The “fools” in question are the entrepreneurs who create businesses which are the first of their kind and thus are pioneers in creating a new industry, if they succeed. We focused on the strategies that nascent entrepreneurs could use in the face of uncertain and possibly hostile institutional environments. Note that we were not calling such pioneers “fools,” but rather were using the term in the same sympathetic way that Johnny Mercer’s 1940 lyrics characterized the behavior of people who’d fallen in love. Or the people that Frankie Lymon & the Teenagers referred to when they asked “why do fools fall in love?”

Where can you find templates for possible article titles? When searching for titles, I turn to songs, movies, books, aphorisms, and proverbs. Some of my favorite titles have come from popular songs, as often the title can be used directly without changing any words, such as “Fools Rush in?” In other cases, just a few word changes are needed, such as in Bruce Springsteen’s “Blinded by the Light which became “Blinded by the Cites” when used as a title for a paper using bibliometrics to assess trends in entrepreneurship research methods. Soelvi Lillejord and I used the title of David Bryne’s concert film “Stop Making Sense!” as a title for our paper on contradictory logics in the American university system.

You should avoid overusing the work of popular musicians and other artists. For example, in a study of papers in the biomedical literature that used song lyrics from Bob Dylan in their titles, researchers found that 135 articles used just one title (“The Times They Are a-Changin’”) and 36 others over-used another (“Blowing in the Wind”). I recommend doing a search on the perspective title you are thinking of using, to make sure that it hasn’t become banal or a cliché.

Books are often good sources, and my colleagues and I found that Terry Orlick’s In Pursuit of Excellence became an excellent jumping off point for our paper on sampling procedures in organizations research, which we called “In Pursuit of Evidence.

I am fond of classic movies and so have often turned to them, borrowing “Lost in Translation” and “Even Dwarfs Started Small” directly from the films. “Lost in Translation was a paper about the cultural mismatch in modern societies between a media over-emphasis on becoming an entrepreneur versus an under-emphasis on the difficult steps required to become successful at it.

Choosing a title that is simple, surprising, and foreshadows a paper’s theme takes a little extra work, but it pays off in two ways. First, in this era of scholarly information overload, anything you can do to motivate readers to give your paper a second look is worthwhile. Second, by not settling for a plain-vanilla, boring, and forgettable title, you push yourself as an author to make sure your story is strong enough to justify your provocative title. I believe the title is so important that I often delay writing a draft until I have found a title that not only grabs readers’ attention but also challenges me to work as hard as I can to fulfill the implicit promise it makes.

Imagination, interrupted: creative writing requires a lot of control

How often has this happened to you? You sit down to work on a piece of writing for which the deadline is fast approaching. You feel energized and optimistic. Shortly after you begin, the notification alert on your smart phone goes off. Or, a colleague pokes her head in your open door and asks if you have a moment. Or, you look back at the previous sentence you’ve written and decide that it could be worded better. And so on. Taken in isolation, such small interruptions seem harmless. However, each of them disturbs your thought process. After you’ve dealt with the interruption, your brain can take 3 to 5 minutes, or more, to get back on track. There is a better way: follow the suggestions below and take control of your environment and of the writing process. You will free your mind to focus deeply on putting into words the ideas buzzing around in your imagination since your last writing episode.

Happy Hippo

Happy Hippo at Rose Bowl Parade 2014

Control the Writing Environment

Blocking out interruptions begins with asserting control over the context within which you’re writing. Three long-term considerations are particularly important. First, make sure you get enough sleep and begin the writing process well rested. Studies show that a high proportion of the population is not getting enough restful sleep, resulting in inefficient and error-prone work behaviors.

Second, establish a regular time and place for your writing activities. Make sure that you set aside this time for writing only, perhaps by blocking it off as a “busy” period on your calendar and smart phone. Pick a time when it is unlikely that you will have any scheduled meetings and be fiercely protective of that slot. Some writers tell me that they like to work in coffee shops and that the constant buzz of activities doesn’t bother them. I know that some think the “white noise” of such spaces is soothing, but the problem is that somebody you know will see you and want to engage you in conversation. Turning down an invitation to talk with them can be awkward, and the very act of telling them that “I am working” constitutes one of the interruptions that you’re trying to avoid. (I suppose you could always wear some kind of disguise, if you can’t break yourself of the habit of working in a coffee shop!)

Third, turn off all notifications on your PC, laptop, and smart phone. Don’t let your smart machines ping you when somebody posts on Facebook or sends you an email. Although you may have the willpower to resist the fatal attraction of social media’s siren song, marshaling such willpower constitutes another interruption to the train of thought that you may have been working on. Prevent such struggles by simply turning off all alerts.

Three short-term considerations are also important. First, whether you are working in the office or at home, keep the door to the room closed. Take a “do not disturb” card from your last hotel stay and put it on the door. Train people to recognize that when your door is closed, you are working. Drive that point home that by being very approachable only when the door is open. Call to people when they are walking by to indicate that you have switched to another mode. Eventually, you’ll train most of your colleagues and friends to recognize the difference.

Second, rather than just turning off alerts and notifications from your phone, be courageous and turn the phone off. The odds of your receiving a call so important that is worth interrupting your train of thought are vanishingly small for most of us. Reward yourself for an hour or so of productive work by turning on your phone for three minutes and checking for messages. Then, turn it off again!

Third, take planned breaks to designated places. Some authorities recommend working in two-hour sessions, whereas others recommend getting up and walking around at least once every hour. Whatever rhythm you choose, stick to it. Binge writing without taking breaks is ultimately counterproductive, as working until you actually feel tired enough to need a break means that you’ve probably been working inefficiently for quite some time. Set a timer and obey it. (I like old-school hourglass timers, but electronic ones will do.)

Control the Writing Process

If you’ve taken control of the writing environment, you’ve gone about half way toward your goal of blocking interruptions. I use three strategies to control the writing process itself. First, differentiate clearly between “free writing” and “production writing.” Use free writing when you are trying to generate ideas, search for connections between ideas, and explore thoughts wherever your imagination may take you. The major discipline required in free writing is the will to keep writing, even when you’re not sure about the quality of what you’re capturing. Interruptions are deadly to this process because you may never get back to that creative thought you were about to set down on paper when the phone rang. Use production writing, my contrast, when you’ve done enough free writing and research to have discovered the narrative that’s going to unify your paper.

Second, when you’re in production mode, but not free writing mode, work from an outline. My outlines tend to be very structured, sometimes with four or five hierarchical levels, and with headings that signal to me the substance of what is needed in the coming section. The joy of an outline is that even when interruptions occur, you really can’t lose your place. Although I don’t achieve it in every project, my goal is to outline the paper right down to the level of having a few key topic sentences in every subsection. If you have your story or central narrative in mind when you begin the outline, you will find that a few topic sentences in each section serve as reminders of what you’re trying to achieve.

Third, don’t copyedit while you write. Every book or article about production writing makes the same point: draft, then copyedit, but don’t try to do both at the same time. Copy editing is a pernicious form of interruption, as you may feel that you are still “working” because words are appearing on your screen. However, interrupting your train of thought to copyedit risks disrupting the coherence of your narrative and is one more intrusive act from which your brain will need to recover to get back on track. I treat copy editing time as a reward to myself, and generally schedule it as a less stressful part of the writing process whenever I finish a major section.

Summary

Interruptions aren’t accidents! They can only happen if you allow them by not controlling your writing environment and writing process. By preventing interruptions from disrupting your writing, you increase the chances that the words in your document will reflect the flight of your freed imagination, rather than the struggle to complete a coherent thought.

Write As If You Don’t Have the Data

At a conference, when you ask somebody to tell you about their current project, what do they typically say? I often get a puzzling response: instead of beginning by telling me about an idea, the person starts by describing their data. They tell me they are using survey data they have collected, or data from an archive, or data they’ve scraped from the web. As they go on at length about the nature of the data, I have to interrupt them and ask for what purpose the data will be used. Then, I’m likely to get a description of an analytic method or computer software. It’s almost as if they have devoted most of their working hours to thinking about what they can do with the data they have collected – – or will collect – – and very little time to the question of where their project fits into some larger scheme.

Control loss

Loss of control can be dangerous but exciting!

I’ve realized that this response partially explains why many graduate students have such a difficult time in writing a thesis proposal. Two kinds of problems result from a “data first” strategy.

First and most obviously, beginning with data considerations may lead to the unintended outcome of writing a theoretical framework and conceptual model, complete with hypotheses, that are totally framed around what the data permits. In the worst-case scenario, this can resemble the kinds of narratives corporate historians write when they begin with what they know about their firms in the present and then build a story to suit. Researchers may anticipate journal reviewers’ biases toward “significant” results and may simply wait to begin writing their story until they’ve conducted preliminary analyses.

In the writing workshops that I offer at conferences, I often have students tell me that they wait to write the introduction to their paper or thesis until after they’ve done the “analysis and results” section. This is certainly a safe strategy to follow if one wants to economize on doing multiple drafts of a paper, but it goes against the spirit of disciplined inquiry that we try to engender in our theory and methods classes.

Second and far more damaging from my point of view, following a data first strategy severely constrains creativity and imagination. Writing a theoretical introduction and conceptual model that is implicitly tailored to a specific research design or data set preemptively grounds any flights of fancy that might have tempted an unconstrained author. By contrast, beginning with a completely open mind in the free writing phase of preparing a proposal or paper allows an author to pursue promising ideas, regardless of whether they are “testable” with what is currently known about available data.

When I say “write as if you don’t have the data,” I’m referring to the literature review and planning phase of a project, preferably before it has been locked into a specific research design. Writing about ideas without worrying about whether they can be operationalized – – whether in field work, surveys, or simulations – – frees authors of the burden they will eventually face in writing their “methods” section. Eventually, a researcher will have to explain what compromises have been made, given the gap between the ideas they set out to explore and the reality of data limitations, but that bridge will be crossed later. Rushing over that bridge during the idea generation stage almost guarantees that the journey will be a lifeless one.

Even if someone is locked into a mentor’s or principal investigator’s research design and data set, I would recommend they still begin their literature review and conceptual modeling as if they had the luxury of a blank slate. In their initial musings and doodles, as they write interpretive summaries of what they read, they might picture a stone wall that temporarily buffers them from the data obligations that come with their positions as data supplicants. Writing without data constraints will, I believe, free their imaginations to range widely over the realm of possibilities, before they are brought to earth by practical necessities.

So, the next time someone asks you about what you are working on, don’t begin by talking about the data. Instead, tell them about the ideas that emerged as you wrote about the theories and models that you would like to explore, rather than about the compromises you will eventually be forced to make. The conversation will be a lot more interesting for both of you!

What Sustains a Belief in Success Among the Unsuccessful?

I’ve been haunted by the question of what sustains belief in success among the unsuccessful ever since I read Reinhard Bendix’ magisterial book, Work and Authority in Industry. Bendix wrote about the economic ideology that kept millions of people in England, the United States, and other Western capitalist societies working in arduous and poorly paying jobs, apparently in the belief that someday, sooner or later, their hard work would be rewarded. Bendix’s view was that this ideology enabled developing capitalist societies to survive in spite of the hardships experienced by their working classes and the demonstrable economic inequality produced by economic growth.

A similar question occurred to me a few days ago after I finished a fruitless 6 hours of fly fishing at a local Lake. Along with the other members of my small fishing group, I had spent the day in bitterly cold weather, casting into a howling wind, with almost nothing to show for it by way of trout landed. This was not an atypical day, except for the cold, as we often spend an entire day fly fishing without catching more than a handful of fish. Nonetheless, every week, on our appointed day, we trek back to the lake and try it again.

Afternoon sun on the Duchesne

Afternoon sun on the Duchesne

On the way home from the lake, I found myself thinking about the similarities between my fly fishing experience and that of underemployed members of the creative professions that I’ve been studying. Actors, musicians, authors, dancers, filmmakers and others often spend years without finding steady employment in their profession, sustaining themselves by working in other jobs that may have little or no connection to their professional identity. For example, at the beginning of 2012 report by Actor’s Equity Association said that the average unemployment rate for actors was around 90%.

One of my friends asked if I would accept an analogy between the experience of athletes, who often experience “failures” through losses in competition and infrequently-employed creative artistic professionals. I said no, because the context for athletic failures is quite different. Athletes, whether amateur or professional, are competing within a context where there are rules that govern their actions: there is little uncertainty about the need to experience failure. Every athletic contest has a winner and a loser, determined by rules that were set a priori. The very nature of athletic competition mandates that someone will lose in every game.

By contrast, fly fishermen and creative professionals are operating in a highly uncertain context. There are well-established and standardized procedures for acquiring the skills needed to potentially do well as an angler or artist, but for any given performance, whether it will be a “success” or “failure” is highly uncertain.

Additionally, many products produced by creative professionals either fail to get distributed or lose money when they are distributed. Paul Hirsch pointed to the overproduction of many cultural products, such as films, records and CDs, books, and plays, resulting in a large number never reaching their intended audiences. American playwrights, for example, consider themselves fortunate if their new plays are produced for a 2nd or 3rd time, after their premier. Many are produced once and never appear in a theater again.

So, in the face of such long odds, what sustains a belief in success among these unsuccessful creative professionals? As I drove home, I pondered the similarities between these artists and fly fishermen. Admittedly, initially it seemed a bit of a stretch, but then several principles came to mind. 1st, as we know from behavioral psychology, intermittent reinforcement is a very powerful force in sustaining a behavior. Indeed, intermittent reinforcement – – receiving reinforcement on an unpredictable schedule – – is more powerful than receiving reinforcement consistently after every trial. For anglers, all it takes is a few successful catches in a day to create the feeling that the day has been a success. Perhaps for artists, the same thing holds?

2nd, and probably more important, anglers, especially fly fishermen, are often part of a very resilient community that gives them a very strong sense of shared fate with other anglers. Fly fishermen have magazines, blogs, videos, television programs, voluntary associations, and other mechanisms that enable communication with others who share a passion in fly fishing. I believe the same is true of the creative professions. Having a strong sense of social identity, in which someone perceives their identity as tied to that of a larger community of like-minded people, could sustain a person through difficult times.

3rd, if someone has experienced powerful socialization pressures such that their personal identity is bound up with their occupational identity, they may tolerate an enormous amount of misery before abandoning that identity. Thus, someone who strongly identifies with their artistic craft may continue to hold onto that belief, regardless of having few opportunities to demonstrate their prowess. Lena and Lindemann used data from a very large survey of individuals who had pursued an arts degree in the United States to investigate the question of artistic identity, noting that many workers are defined themselves as artists did not hold artistic jobs. They focused on the very large group that said they had worked in an occupation associated with the arts but who did not indicate that they identified as a professional artist. However, what caught my eye in the survey was a much smaller number of people who said they either currently or at one time had worked as a professional artist but then indicated in another question that they had never worked in an occupation associated with the arts. This small group of people apparently had sustained a sense of being an artistic professional while never having an opportunity to work in an occupation associated with the arts.

I would love to know more about these “artists” – – were they able to publish, record, perform, or otherwise display their talents just often enough to maintain a belief that someday they would “make it big”? Were they member of local communities of creative professionals who reinforce one another’s beliefs that they were just going through a temporary bad patch and success was just around the corner?