Preliminary Conclusions from NCHRP 20-78 Communicating the Value of Research
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Mobility Colloquium
a monthly presentation sponsored by
Welcome to the
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Communicating the Value of Your Research: How to convince your mom that you contribute to society
Preliminary Conclusions from NCHRP 20-78Communicating the Value of ResearchSponsored by TRB and AASHTO
Johanna Zmud, NuStatsTim Lomax, TTI
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Value of Research
Generates new knowledge Leads to new products and process Improves well-being of citizens
Still, transportation research programs and projects can be tough sell. . . Even to your mother
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Communication Matters
Communication -- basis for decisions about research Investment Adoption Implementation
Non or poor communication of “value” -- major obstacle in securing research funding
SAFETEA-LU case
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Research in SAFETEA-LU
Funding for research programs 1% of total funding
Factors that made a difference in funding/not funding programs Messengers Coalitions Reciprocity Timing Issue Positioning The “Why”
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More about the “Why”
Value of transportation research measured in “good” that it does Audience -- decision-makers, elected
& appointed officials, media, and regular people
Anticipate, interpret, focus – key points
Connect research investments to benefits that matter -- social & technical “goods”
“Earmarking” is a reflection of lawmaker perception
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How-To Communicate
NOT
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Taking Communication Seriously
Taking communication seriously means Part of research process Bringing decision makers and other
stakeholders into research process Building relationships that last beyond
single project Drawing on support of communication
specialists Building communication skills of
researchers Providing resources to support and
enhance communication capacity of research team
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7 Signs of Good Practice
Audience identified & understood Research outcome linked to tangible
benefit Two-way relationship with audience Timing relevant – opportunistic & early Broad coalitions built Communication professionals involved Packaging fits purpose and audience
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Major Conclusion: Establishing and Communicating Value is a Process
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Context – Situation Analysis
Recognize that context matters.
Define relevant issue or need. Communication is response to situation.
Connect interests of audience with the research. Its about the receiver and what they do.
Case study examples: Seismic Bridge Retrofit Mileage-based Fee Program
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Strategy – How and What for Whom
Define the “strategic space”. Coalesce strategy around a goal or vision. Provides structure for a common ground.
Understand value profile. Who are audience(s)? How do they determine or express value? What are the value elements of the
research? Build long-standing two-way relationships.
Case study examples: ACS Lite Fiber Reinforced Polymer Bridge Deck
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Content – What to Include
Develop accurate & appropriate messages. Depends on both the context and
strategy.Use multiple messaging tactics.
Use logic, emotion, or credibility to get the message across.
Identify “sticky” messages. Tailor to current concerns of
audience.Case study example:
New Bridge Steel
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Channels – Means of Communication
Consider audience.Tailor message and style to channel.
Print, In-Person, Broadcast, Internet or computer-based.
Case study examples: Komen Mileage-based Fee Program Association of Fish and Wildlife
Agencies
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Style – Look and Feel
Packaging matters. Design, Layout, Color
Consider non-graphic attributes. Timeliness, scope, insight;
professionalism, pride, confidence. Build brand value.
Symbolic embodiment; create associations and expectations
Case study examples: Median Cable Barriers Komen St. Jude
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Putting It All Together: NCFRP Example
Context Globalization, Congestion, Safety
Strategy Build a coalition of freight interests (Freight
Stakeholders Coalition) Work with champion -- AASHTO
Content Focused on issues of broad, current national
interest
Channels In-Person (key stakeholder support) Print (engaging summaries)
Style Straightforward presentation of information
(key points; benefits; attractive one-pagers)
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How to Convince your Mom, Research Director or Legislative Staffer
Know the context and problemsDevelop communication strategy,
emphasizing relationships Prepare messages salient to their valuesMatch channels and styles to interests,
needs and abilitiesCommunicate and reassess continuously