08 Mar

HOW TO KNOW ENOUGH NOT TO BE DANGEROUS

 

No matter where you sit in your organization, you can’t escape the push to use data to inform your next steps and strategy, nor should you. The amount of data available at your fingertips may vary, but I’d bet dollars to donuts that you have enough to help you improve decision-making, both for yourself and your organization.

“But I’m not a trained researcher, or a data scientist, or a….” I hear you begin to clamber.

Luckily, you don’t need letters after your name to be a smart consumer of data and findings. You only need patience and confidence as you thoughtfully consider the information in front of you. Remember that while you may not be a statistical wizard, you do bring your own flavor of insight and expertise to the table.

Here are a few suggestions to help you become a better consumer of the data and other information you have available.

Focus on knowing enough not to be dangerous

While many people may tell you that you need to know enough to be dangerous, I argue the opposite is true. Knowing enough to know what you don’t know is so powerful, especially when dealing with large amounts of information. Being honest with yourself about your skill and knowledge levels will help you understand who you may need work with to better understand the data and its implications.

No one expects you to be an expert at everything, and you shouldn’t expect that either. Take this as an opportunity to learn and collaborate, and you will not only better understand what you’re looking at, you might also walk away with additional knowledge to help you the next time around.

Ask questions

You may not be a researcher or the data analyst, so ask the team in charge of the data how it was collected and what they see as the most interesting findings. Partnering with the experts in your organization will allow you to get the answers you need, even if you can’t find them yourself. It’s your responsibility, though, to not assume that they’ll simply hand you everything you need. You need to ask insightful follow-up questions and dig deeper into the data to uncover any assumptions or contextual factors that might have influenced the reported findings.

Focus on context

Data and findings do not exist in a vacuum; they have meaning once you begin to interpret them and put what you learn into the context of the bigger picture. At your organization, you know more about the context and environment than an outside consultant or data specialist ever will. You know your organization’s stories, unspoken rules, and knowledge that get exchanged at the water cooler. Your organizational knowledge will help you look at the data from the right angle and ask the right questions to better understand the findings.

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