Research and analyse

The CR&S practitioner requires access to high quality research and analysis, as the insights from such work shapes understanding of the CR&S agenda and subsequent decision-making. Research and analysis may precede and/or run in parallel with the implementation of tasks, and are particularly relevant when seeking to successfully effect change in an organisation or practice.

Addressing CR&S issues requires an appreciation of complex interrelationships and dependencies. This often calls for the ability to draw upon knowledge from multiple disciplines, as well as an awareness of potential synergies between different actors and events. The research process should reflect an awareness of the context beyond the immediate subject for research, for example the position of a business within its market and socio-environmental setting (including the perceptions of its principal stakeholders), in the context of both its past and projected future.

The scale and robustness of the research process should be proportionate to the complexity of the subject matter and/or the task in hand. In undertaking research and analysis, the practitioner should make best use of the available tools and data, including narratives, and qualitative and quantitative information where appropriate. The skilful application of technical methodologies may assist in this respect.

The practitioner should have an open and enquiring mind when broaching new areas of research and analysing data. They should seek to be as objective as the circumstances permit; a high degree of self-awareness complements such an approach.

How this competence might be demonstrated:

Thoroughly assessing the information requirements of any research project by considering it from a holistic perspective. The scale of the data gathering exercise should be proportionate to the task in hand, and be driven by the overarching purpose behind the activity. The practitioner should actively question assumptions about appropriate information sources, bearing how they may frame and shape subsequent findings.
Pursuant to the requirements identified, collating information from across all relevant domains and scales, which may range from the local to the global. This may include obtaining data from a broad range of authorities and/or stakeholders, possibly including the academic community, industry experts and customers or clients of an organisation.
Using research to develop an organisation’s maturity in CR&S activities. In connection with this, the practitioner will need to identify risks and opportunities, distinguishing those that are material or significant, both for an organisation and its stakeholders. Such analysis should recognise potential changes over the short-, medium- and long-term, and take account of the market in which an organisation operates, together with the activities of any peers and/or competitors.
Identifying the actions, requirements, motives, objectives and mandates of principal actors, which may underlie or affect information in any given scenario. The likely impact or effect of the factors on the subsequent analysis may need to be accommodated or expressly acknowledged. Findings or facts should be verified empirically, where appropriate.
Synthesising information and breaking complex issues down into their component parts. This is particularly relevant given the multifaceted, systemic nature of many sustainability issues. Such simplification in turn will enable the practitioner to identify connections and patterns where appropriate, helping to expose underlying issues in complex situations and improve knowledge and understanding.
Making systematic and balanced judgements based upon relevant information. Rational thinking should form the basis for such judgements, which should reflect an awareness of likely bias and/or other direct and indirect influences, both in the practitioner and his or her information sources.
In analysing research, the practitioner should be alert to risks and opportunities arising from investigations, which might lead to creative or innovative responses to the question underlying the research project. Such responses should, in any event, support and promote the Guiding Principles, and the outcome of analysis may be to question the practice of “business as usual” and the legitimacy of the status quo. Equally, it may identify one or more incremental changes that will enhance CR&S and performance.

Application for ICRS Fellowship:

Directs or manages CRS research and analysis within an organisation, ensuring that it is consistent with, and promotes, an organisation’s CRS strategy and operations, as well as the Guiding Principles
Leads the CRS research and analysis programme within an organisation, a sector and/or the CRS profession