Some Unintended Consequences of Rigorous Research
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Date
1968
Authors
Journal Title
Journal ISSN
Volume Title
Publisher
Department of Administrative Sciences, Yale University
Abstract
The article explores the unintended consequences of rigorous research methodologies by drawing parallels between the researcher's role and organizational management. The author identifies dysfunctional behaviors in research subjects, such as psychological withdrawal, covert hostility, and over-cooperation, which are influenced by the degree of control exercised by the researcher. This work highlights the systemic properties of research settings and their similarity to formal organizations, suggesting that adaptive strategies by subjects can mirror employee reactions in hierarchical structures.
Description
This study examines the systemic nature of rigorous research designs, focusing on the relationship between researchers and subjects. Drawing on organizational theory, the paper discusses the unintended effects of research, including subject withdrawal, hostility, and resistance. The author suggests these dynamics are influenced by the experimental conditions and the broader organizational-like structure imposed on research subjects.
Keywords
Rigorous research, organizational theory, research methodology, unintended consequences, experimental social psychology
Citation
Argyris, C. (1968). Some unintended consequences of rigorous research. Department of Administrative Sciences, Yale University.