Loughborough

#20 – 2nd June 2008

Facts and Data

Running a business can be fun. It can also be stressful, lonely and difficult. When things are not going to plan, we humans are programmed to act first and think second. In business that can often make things a lot worse!

We all have a desire to improve our business in some way. Many of us collate information on our business performance. Some of us record our progress towards achieving our goals in the form of Key Performance Indicators. However, we all run the risk of falling into the trap of making “knee-jerk” decisions based on perceptions or assumptions. This arises most often when we are dealing with a problem or a customer issue. In our haste to get things back on to an even keel, we rush our decision making and start jumping to conclusions. The best way to avoid this is to ensure that we always make time to gather facts and data before acting.

People

When people bring us problems, we must ask for the data that supports the problem. Ask questions like:

• How many?
• How much?
• What size?
• When?
• Who?
• How do you know?

Look for answers like:

• We measured ….
• They counted ….
• I tested ….

Alarms should be raised when you hear yourself, or others, using phrases like:

• We think….
• We assume….
• I heard ….
• The rumour is that ….

Machines

Think along the following lines:

• Read the manual or use the on-line help
• Look at the logs
• Measure the outputs
• Measure the inputs
• Check the data

 

Customers

Establish the facts; you may need some tact if things have not gone quite to plan. Then use the facts and any associated data to arrive at a solution that works for all concerned. It is easier to reduce the damaging emotional elements of problem solving when the debate centres on facts and data as opposed to supposition and assumption. When people realise that you are working in their interests as well as your own, it gets easier.

Cautions

Some people (politicians perhaps!) have a habit of gathering the facts and data on a subject and then presenting only those items which support their cause. Make sure that you have access to ALL the facts and data on an issue, not just items selected by others. If things still do not make sense, start to analyse the facts looking for common threads and themes. If you are still struggling, it pays to get a second opinion – preferably from somebody who is less involved in the problem. Ideally, this should be a person that you trust to be objective – even if an objective analysis might prove unpopular. You still have the right to act on this – or not – depending on the situation. At least you are now making your decisions based on understanding, rather than on a set of loosely connected perceptions.

 

 

Paul Fileman MIET CEng MCIM
Chartered Marketer
paul.fileman@talktosps.com
Tel:  01509 854447
Mob: 07969 188820
www.talktosps.com