Number 52 – Data and Information

Gather, analyze, and use data and information to support problem-solving.

Practitioners: tactical, integrative, and strategic

Abundance Can Overwhelm

Data and information are in abundance.  Some of it is useful and some of it is not.  Do you know the difference?  Despite this abundance, sometimes data is ignored in the problem-solving process.  There is a key concept I associate with the term gather – Gemba.  One must ‘go-and-see’ for oneself to gather any meaningful data. 

Analyze is an interesting word, too.  The dictionary definition from Merriam-Webster is as follows: to study or determine the nature and relationship of the parts of (something) by a detailed examination to determine its essential features.  We are winding our way toward problem-solving once again. 

What I like about this definition is the idea of relationship.  How does this fact about the movement of material or information through the process relate to the goal or outcome?  Is the relationship tentative or solid.  Does it happen all the time or do we just get lucky when things work?  I like the idea that analysis is about relationships.

Notice the importance of goals and outcomes to analysis.  Objectives and outcomes are also important to understanding our problems in the first place.  We only know we have a problem when the actual outcomes are not meeting our expected outcomes.  This is where understanding relationships within the method or process are important regarding the outcome we are creating.  This is where the true problem resides.     

Data and Information Relationships

I recently delivered problem-solving training to a group of executives.  The academic segment went very well.  They all understood the idea of problem solving.  When we shifted into application the operations group fell apart.  They were giving a focus problem so complicated they could define the outcome clearly enough to apply the tools.  We were so far away from clarity that we argued for eight hours over the problem statement.  Once we focused on a single causal issue, applying the problem-solving techniques became easy.   

The data and information are not limited to process data only.  What is the desired outcome and more importantly how do you want to measure it.  You may know you have a problem without being able to define the problem.  Outcomes require processes.  Data and information come from both.

Questions For Your Consideration

Is your organizational data becoming overwhelming?

Do you know what data is important and what data is noise?

Where is your data gathered?

Does the data and information reflect what is really happening?

How do you know?