Strangely, what doesn’t seem to vary much between these two groups is how they see business anthropologists. Whether I’m talking to other anthropologists or to corporate employees, the response tends to be acceptance, so much so that the job of the business anthropologist is seen as inevitable. Most of the people I talk to have read something in a business journal or the popular press about the utility of ethnographic methods in business—and if they haven’t, they think it’s cool that I studied food from an anthropological perspective and now study it for food companies or that I studied semiotics and now apply it to businesses.
It’s a testament to the business anthropologists who have come before me that the response I’m used to is acceptance rather than disdain. But this perspective doesn’t take into account the fact that the practice of anthropology is more than just methodology or content. It’s true that my work on the anthropology of cuisine helps me work on packaged food and that my experience as a participant observer makes me a better qualitative researcher, but anthropology is more than that. Anthropology is a way of seeing and interpreting data, and it inflects everything I do, not just ethnographic techniques but also focus groups and even survey writing. And the longer I spend outside of academic anthropology, the more I appreciate what it is that we see.
One of the clearest things that anthropologists see that other people don’t is the connection between individuals and broader social structures. When I conduct research on a consumer product, I am deeply aware not only of people’s individual preferences but also how they think about themselves in relation to larger ideas about health or class, whether their thoughts about dinner are related to their perceptions of being a good parent or if their shopping habits are related to ideologies about productivity. My colleagues from outside of anthropology aren’t unaware of these ideas, but anthropology provides tools to think about these concepts that emphasize how individual choices are enmeshed in a broader cultural milieu.
Finally, perhaps the most powerful thing that anthropologists see when they work in business is simply the diversity of human opinion all the time. A facet of applied anthropology that is often overlooked is that being an applied anthropologist can actually lead one to be a better anthropologist. Practicing anthropology means exactly that—I’m constantly doing it—and as a result I’m able to see patterns across the people I talk to or the research methods I propose. Working in an environment in which most people aren’t anthropologists also means that I can’t fall back on the theoretical shorthand I could use in graduate school; I have to truly know what I mean and then learn how to communicate it. For instance, I often find myself wanting to tell people that we’re looking at a great example of neoliberal subjectivity, but in the context of my job I have to know what I really mean by that. (This is an especially important reminder since anthropologists don’t always mean the same thing when we say those words either.)
As a result, seeing like an anthropologist has started to mean something a little different to me as I’ve progressed in my career. It still means that I’m uncovering the codes by which people live their lives and seeing how big societal concepts manifest themselves in daily interactions. But increasingly it means understanding what anthropology can bring to business and the other way around. Above all, it means seeing things from multiple perspectives and translating between communities—a job that anthropologists often think of ourselves as doing anyway.
Amy Lasater-Wille is senior research manager at Insight Strategy Group. She earned her PhD at NYU, where she also serves as adjunct faculty in business.
Cite as: Lasater-Wille, Amy. 2018. “Feeding Innovation in Business Anthropology.” Anthropology News website, May 1, 2018. DOI: 10.1111/AN.827