Brain Waves Blog

A savvy analyst can draw conclusions even when the data they’re presented with is limited in scope or volume. While these conclusions come with limitation disclaimers, they still offer a valuable point of consideration when you’re developing your campus strategy and identifying which problems are most in need of solutions. Research Manager Amber Sandall and Client Success Manager Beth Miller share what our analysts look for in social data when the answer to their research question isn’t always obvious at first glance as well as some specific ways that social data can inform campus decision making.

In the first part of this series, I shared our planning and query writing process—how our teams come together to plan each client project and the research that our analysts do in the beginning stage of each project. It was a lot! Now that you made it through part one, you'll sail through part two. Let's go!

Gear up for some Campus Sonar behind-the-scenes! I’m covering how the Research team at Campus Sonar conducts social listening research, start to finish, to pull back the curtain on what we do from project kickoff to presentation of findings and insights to the client.

There’s something about a good goal that really helps focus your behavior over a period of time—both consciously and unconsciously. In fact, studies on behavioral priming, (which is defined as “the incidental activation of knowledge structures … by the current situational context”), indicate that attitudes and other affective reactions can be triggered automatically by the mere presence of relevant objects and events (Bargh, Chen, Burrows, 1996). Set goals for the new year and keep your list handy, allowing the goals to seep into your day-to-day decision making. But on to the main act—how do you set goals anyway?

Hearing the word “research” may elicit a groan from people—some perceive it as over-thinking a topic or too time consuming. However, the right type and amount of research allows individuals and organizations to make decisions that can save money (by preventing investment in dead-end solutions) or increase revenue (by allocating resources to make the most impact).

Higher education institutions of the future are prepared to identify and share their value with a variety of audiences—from students to donors to federal and state agencies and more. They know and advocate for their brand tirelessly and constantly evolve to meet the changing educational needs of the population. In short, the higher education institution of the future is equipped to drive growth in programs, enrollment, and advancement in ways that are efficient and innovative.