2011: the role of interpretation in insight
DESCRIPTION
A presentation given by Matt Mayfield to MorningStar, Oct 2011TRANSCRIPT
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Data > InsightA design thinking approach to understanding
data and what to do with it
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Matt Mayfield - Oct 2011
Matt Mayfield
IIT Institute of DesignGraduate program in Design Research and PlanningEmphasis on methods to improve design thinking
Motorola Mobility (now a part of Google)Mobile Devices and Services management Emphasis on understanding the impact of mobility on daily life
Doblin Group (now a part of Monitor)Innovation Strategy consultingEmphasis on user-centered techniques for business innovation
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Matt Mayfield - Oct 2011
Today
“Executives want better ways to communicate complex insights so they can quickly absorb the meaning of the data and take action.”
Big Data, Analytics and the Path From Insights to Value. MIT Sloan Management review, winter 2011.
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Drowning in Data
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Portable People Meter Nucleus Energy Manager
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Matt Mayfield - Oct 2011
Aggregation to disaggregation
individual activity
bytes
terabytes
broad aggregation
‘bazillion’-bytes
petabytes
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Matt Mayfield - Oct 2011
Aggregation to disaggregation
Sensors
Devices
Processes
Trends
Operations
individual activity
bytes
terabytes
broad aggregation
‘bazillion’-bytes
petabytes
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Matt Mayfield - Oct 2011
Aggregation to disaggregation
Sensors
Devices
Processes
Trends
Operations
individual activity
bytes
terabytes
broad aggregation
Public
Personal
Organizational
‘bazillion’-bytes
petabytes
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Matt Mayfield - Oct 2011
Data is dumb, we want insight
liposuction impacts property values? Google Trends, Aug 2011
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Matt Mayfield - Oct 2011
Visualization will save us?
Aaron Koblin
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Interpretation Affected by Bias
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Matt Mayfield - Oct 2011
[bias] Anchoring
We are terribly bad at revisiting our initial assessment of a situation. The initial framing of the problem is hard to shake.
999-99-9999
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Matt Mayfield - Oct 2011
[bias] Emotional tagging
We attach the emotions and feelings associated with remembered experiences to the new situation. This helps us decide if we should deal with the situation or not, and if so, what sorts of things we might do.
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Matt Mayfield - Oct 2011
[bias] Attribution
We tend to take credit for positive outcomes but attribute negative outcomes to external factors. This inclination is exaggerated by our tendency to misperceive the causes of events.
Politician
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Matt Mayfield - Oct 2011
[bias] Complexity
“It is very difficult, if not impossible, for an individual decision maker to see an entire complex system.”
G. Sargut and R. Gunther “Learning to Live With Complexity” The Harvard Business Review, September 2001.
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Matt Mayfield - Oct 2011
[bias] Limited exposure
As our tools for finding information try and predict what we want, they begin to favor what we “like”. This is in conflict with our expectation that search results are objective and independent of our interests.
http://www.ted.com/talks/eli_pariser_beware_online_filter_bubbles.html
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Interpretation is Social
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Matt Mayfield - Oct 2011
[social] Storytelling to understand
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Matt Mayfield - Oct 2011
[social] Socializing improves insight
The process of transferring knowledge requires both socialization (person to person) and externalization (person to group).
Ikujiro Nonaka, Noboru Konno, The concept of "Ba’: Building foundation for Knowledge Creation. California Management Review Vol 40, No.3 Spring 1998.
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Matt Mayfield - Oct 2011
[social] Groupthink
Structural faults:• insulation of the group• lack of impartial leadership• lack of norms requiring
methodological procedures• homogeneity of members' social
backgrounds and ideology
Situational context:• highly stressful external threats• recent failures• excessive difficulties on the
decision-making task• moral dilemmas
Irving Janis, Victims of Groupthink, 1972
Kelly Blair, 2010, Wired Magazine
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Matt Mayfield - Oct 2011
Requires different workspaces and tools for different collaboration stages.Cheskin/Herman Miller Study, “Collaboration in Practice.” 2001.
Requires an organization and reward system that promote team accomplishment rather than individualistic action.Anne Donnellon, Team Talk, Harvard Business School Press, 1996
“Shared leadership” in complement with “vertical leadership.”Craig L. Pearce, The Future of Leadership: Combining Vertical and Shared Leadership to Transform Knowledge Work.
[social] Gathering people is not enough
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What can be done?
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Matt Mayfield - Oct 2011
Increase diversity of thought
More perspectives and views are better
Deviant roles actually can help...
Temperatures
Radar
Jet Stream
Wind speeds
Heat Index
Radar/satellite
RPM Forecast
Dew Point
Watches/Warnings
Satellite
Visibility
Feels Like Temps
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Matt Mayfield - Oct 2011
Make room for reflection
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Matt Mayfield - Oct 2011
Seek out plausible alternatives
“The objective is not to get a more accurate picture of the world around us but to influence decision making inside the mind of the decision maker. The objective of good scenarios is better decisions not better predictions.”
Peter Schwartz, Co-Founder of Global Business Network, The Business, 22/23 September 2002
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Matt Mayfield - Oct 2011
Support collaboration
“[Collaboration is] the process of creation: two or more individuals with complementary skills interacting to create a shared understanding that none had previously possessed or could have come to on their own.”
Michael Schrage, “No More Teams! Mastering the Dynamics of Creative Collaboration.” Doubleday, New York, 1995.
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Matt Mayfield - Oct 2011
In an increasingly complex world, even routine tasks have become so complicated that mistakes are frequent.Written guides that prevent them from forgetting key steps in any complex procedure.
Checklists help decentralize power: they foster communication and teamwork instead of relying on individual prowess.
The Checklists Manifesto: How to Get Things Right, Atul Gawande.
Use tools and methods
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Interpretation in Practice
Data - Tools - Environments
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Matt Mayfield - Oct 2011
Steelcase Leadership Community“We are better leaders because of this space.” James Hacket, CEO, Steelcase Inc.
100 sq. ft. area, created in 1995 that gathers the top 25 Steelcase executives. Lots of informal meeting space, a large central workspace with a “dashboard,” shared private spaces on demand.
Results: increased communication among leadership team, made top executive faster in key processes and in implementing changes.
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Data > InsightInsight is interpreted
Interpretation is affected by bias
Interpretation is socially improved
Tools and environments can help
Matt Mayfield - Oct 2011