Abstract: The evening before the space shuttle Challenger explosion, scientists at NASA caught what they thought was a potentially catastrophic risk with the o-rings considering the unusually cold temperature expected for the morning’s launch. They brought the issue to management attention but failed to influence the final decision enough to stop the launch. As a leader in your organization, your failure to influence may not cost lives but it could be “catastrophic” for your business.
Metrics and data are just the "What?" You need comparisons, trends, and benchmarks to get at the "So what?" But none of that matters until it changes what you and your organization do next... the "Now what?" Fact is, "We don't see things the way they are. We see things the way we are." ~The Talmud. Metrics are used as often as not to simply justify our past decisions. It takes a different approach to get the right decisions and behavior change out of your data.
This talk addresses the people side of metrics and data. How do you steer the emotional elephant of your organization or appeal to the risk tolerance level of your stakeholders? How to think about decisions in a way that avoids your own cognitive biases and those of your executives? Come to this session for the answer to these questions and more.
Learning Outcomes: - How to get action and behavior change from data analysis
- The do's and don'ts of visualization
- How others lie with data
- How to communicate uncertainty and still get action
- * Understand cognitive biases and how to avoid them in yourself and others
