The story of the Hawthorne effect was such an entertaining read that I thought I would incorporate it into a learning journal entry. The Hawthorne effect is “the problem in field experiments that [the subject just knowing] that they are in an experiment modifies their behavior from what it would have been without the knowledge.”[1]
The phenomenon gets its name from experiments conducted on workers at the Hawthorne Works factory outside of Chicago. Researchers from Harvard and MIT were out to investigate the link between factory working conditions and productivity. They would test different types of conditions and then solicit feedback as to whether the particular condition should be implemented. The problem with the experiments was that no matter what condition was imposed on the employees, they seemed to recommend it or supply positive feedback. One story from these experiments centered on “illumination studies” where employees’ productivity was tested under various lighting conditions. The results that baffled researchers was that whether the lighting in the factory was as bright as it could possibly be or near the dimness of moonlight, the employees involved in the trial always responded affirmatively and productivity actually increased![2] So what was the reason for the result? After numerous instances of results such as those depicted, researchers concluded that the results of the experiments had nothing to do with the substance of the trials, but the fact that they were just asking them to be a part of the trial. The participants in the study felt so privileged to be a part of the study that they biased their responses to whatever the researchers were asking.
How is this important in marketing research? Well, for one, it is important to know that it exists and, at first glance, I saw it as a potential hindrance to marketing research but Dr. Paul Marsden invited me to take another look from a different perspective. In his book Connected Marketing, Marsden that the presence of the Hawthorne effect is one way in which a company could turn their marketing research department into a profit center (music to an accountant’s ears!). The “practical upshot” from the trials conducted at the Hawthorne Works was that it turned simple “research participants into advocates for whatever they were trialing”. Taking a step back from the formal research trials, Marsden asks us to implement the Hawthorne effect in our daily lives to “win friends and influence people”. For instance, if you are considering asking your boss for a raise you don’t enter into his/her office and just ask for the raise. First, you would ask their advice on something (anything, it doesn’t matter) and then listen intently for their response. Marsden states that by “asking them for their opinion you will have not only created goodwill but also flattered their ego. At a subconscious level, they will feel indebted to you” and that will make them “significantly more likely to agree to whatever it is you are asking of them”. It is at this point you go ahead and ask for the raise. I think I might try this. If my resume ends up being my next journal post, you will know the result.[3]
Will this man succumb to the Hawthorne effect and give you a raise? (source: Dilbert.com)
Think the Hawthorne effect doesn’t translate into modern day academic and marketing research? Dr. Marsden says think again. He points out that numerous Fortune 500 companies like Proctor and Gamble have established consumer advisory boards. Companies frequently inquire of their advisory panelists advice on anything and in the process not only receive valuable insight, but help to create consumers loyal to their products and services. It is true, it is easier to be loyal to someone who is loyal to you and makes every effort to meet your needs. [4]
So, the next time you’re out there conducting ‘research’ of your own consider the implications and possible benefits of the Hawthorne effect and let it work for you!
[1] Adair, John G., “The Hawthorne effect: A reconsideration of the methodological artifact” Journal of Applied Psychology, Vol 69(2), May 1984, 334. http://psycnet.apa.org/index.cfm?fa=buy.optionToBuy&id=1984-22073-001 (accessed January 10, 2012).
[2] “Hawthorne Effect” Wikipedia, December 29, 2011 (accessed January 9, 2012), http://en.wikipedia.org/wiki/Hawthorne_Effect
[3] Excerpts from Kirby, Justin and Paul Marsden, Connected Marketing: The Viral, Buzz, and Word of Mouth Revolution, Butterworth-Heinemann, 2005.
[4] Marsden, Paul, “The Hawthorne Effect: How to Get a Salary Rise with NPS” (posted November 27, 2006, accessed January 8, 2012), http://netpromoter.typepad.com/paul_marsden/2006/11/the_hawthorne_e.html
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