The Crying Sirsiya River (Birgunj): A Tale of Neglect and Hope

Social Research: A Guiding Light for Decision-Making

In social science research, effective decision-making requires an emphasis on obtaining relevant and accurate information about the organization’s internal and external environments. The primary goal is to provide timely and meaningful insights to senior management, enabling them to plan and execute informed decisions. The research process within organizations typically follows several key stages:

1. Problem Identification

This stage involves monitoring and analyzing the internal and external environments to identify key issues or challenges. Through this process, researchers conduct a SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats) to gain a deeper understanding of the situation. Data on emerging problems and opportunities is gathered. For example, an Indian garment company looking to expand internationally would need to research market trends, brand awareness, consumer behavior, and competitor analysis. Failure to identify problems early can be detrimental to the organization.

2. Problem Prioritization and Selection

Once problems are identified, researchers prioritize them, as it is unrealistic for an organization to address all issues simultaneously. The most urgent problems, those that significantly impact the organization and require immediate attention, are given top priority. At this stage, researchers gather detailed information to better understand the situation and utilize both quantitative and qualitative methods to identify opportunities.

3. Problem Resolution

This phase involves determining how to resolve the prioritized problems and capitalize on identified opportunities. Researchers develop and evaluate alternative solutions to determine the best course of action. For instance, if a company must choose between three advertising campaigns, customer surveys can help identify the most effective option.

4. Exploring Solutions

At this stage, researchers develop theoretical models based on extensive literature reviews. From the problem statements, hypotheses are formulated, and appropriate sampling methods are chosen. Data is collected using well-designed survey instruments, and statistical techniques are applied to analyze the results. The findings are then recorded.

5. Implementation

Once the best alternative is selected based on theoretical and empirical evidence, the organization must implement the solution efficiently. Researchers continue to monitor and control the implementation process, with decision-makers adjusting their approach as needed to account for constraints or limitations.

6. Evaluation of the Decision-Making Process

The final stage involves assessing the performance of the implemented solution. This evaluation measures whether the outcomes align with the organization’s goals in terms of time, cost, and resources. Continuous monitoring helps identify new opportunities and potential issues, allowing the organization to adapt its plans as necessary.

Sample of Successful Program/ Initiative 

The national Female Community Health Volunteer (FCHV) Program was introduced in 1988, under the Public Health Division of the Ministry of Health (MOH), Government of Nepal. Which is a prime example of effective decision-making driven by social science research. The initiative, focused on improving maternal and child health in rural areas, used data from surveys and community studies to identify healthcare gaps, such as a lack of medical facilities and skilled workers. Prioritizing maternal and child healthcare, the government collaborated with researchers to develop strategies like the Female Community Health Volunteer (FCHV) program, which was later scaled up to deliver essential services to rural regions.

Social science research played a critical role throughout the NRHM’s development, from identifying problems to evaluating the success of interventions. Continuous monitoring revealed positive results, such as reduced maternal and infant mortality rates, allowing for adjustments and improvements based on real-time data. This case illustrates the power of research-based decision-making in shaping impactful public health policies in Nepal.Bottom of Form

Sample of Less Successful Project

One of the less successful examples of decision-making in social science research in Nepal is the Melamchi Drinking Water Project (MDWP). Although eventually completed after decades of delays, the early phases of this project are often criticized for poor decision-making and lack of effective research-based planning, particularly in addressing the socio-economic and environmental impact on the local communities and the project’s overall feasibility.

The Melamchi Drinking Water Project's early phases serve as a lesson in how poor decision-making, driven by insufficient social science research and lack of community engagement, can undermine large-scale development efforts. Had decision-makers relied more on robust research to understand the social, environmental, and economic consequences of the project, the delays and challenges could have been minimized. This case illustrates the critical role that social science research plays in ensuring that decisions are made with a holistic view of both the technical and social dimensions of development projects.

 References

• Arunangshu Giri & Debasish Bishwas (2016) Research Methodology for Social Sciences.
• Robbins, S. P., & Judge, T. A. (2019). Organizational Behavior (18th ed.). Pearson.
• Cooper, D. R., & Schindler, P. S. (2014). Business Research Methods (12th ed.). McGraw-Hill Education.
• Government of Nepal. (2009). National Rural Health Mission: Addressing Healthcare Gaps in Rural Nepal. Ministry of Health and Population.
• Nepal Health Research Council. (2011). Maternal and Child Health in Nepal: Trends, Interventions, and Outcomes. Kathmandu: NHRC.
• World Health Organization. (2015). Evaluation of the Female Community Health Volunteer (FCHV) Programme in Nepal. WHO Regional Office for South-East Asia.
•  UNICEF Nepal. (2018). Progress in Maternal and Child Health in Nepal: NRHM's Successes and Challenges. Kathmandu: UNICEF Nepal.
• Adhikari, K. P. (2015). The Melamchi Drinking Water Project: A Case of Delayed Decision-Making and Poor Research Integration. Kathmandu: Water Resources Group Nepal.
• Gyawali, D. (2011). Melamchi and the Displacement of Local Communities: An Environmental and Social Cost of Urban Water Supply. Himalaya Journal, 22(2), 34-47.
• Rai, N. (2020). Lessons from the Melamchi Water Supply Project: Flaws in Decision-Making and Social Science Research. Nepal Economic Forum.
• World Bank. (2013). Melamchi Water Supply Project: Socio-Environmental Assessments and Challenges. Washington, D.C.: World Bank.

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