By using this site, you agree to the Privacy Policy and Terms of Use.
Accept
SmartData CollectiveSmartData Collective
  • Analytics
    AnalyticsShow More
    AI analytics
    AI-Based Analytics Are Changing the Future of Credit Cards
    6 Min Read
    data overload showing data analytics
    How Does Next-Gen SIEM Prevent Data Overload For Security Analysts?
    8 Min Read
    hire a marketing agency with a background in data analytics
    5 Reasons to Hire a Marketing Agency that Knows Data Analytics
    7 Min Read
    predictive analytics for amazon pricing
    Using Predictive Analytics to Get the Best Deals on Amazon
    8 Min Read
    data science anayst
    Growing Demand for Data Science & Data Analyst Roles
    6 Min Read
  • Big Data
  • BI
  • Exclusive
  • IT
  • Marketing
  • Software
Search
© 2008-23 SmartData Collective. All Rights Reserved.
Reading: Why Organisations Make Bad Decisions
Share
Notification Show More
Aa
SmartData CollectiveSmartData Collective
Aa
Search
  • About
  • Help
  • Privacy
Follow US
© 2008-23 SmartData Collective. All Rights Reserved.
SmartData Collective > Uncategorized > Why Organisations Make Bad Decisions
Uncategorized

Why Organisations Make Bad Decisions

Steve Bennett
Last updated: 2009/07/18 at 2:30 PM
Steve Bennett
4 Min Read
SHARE

I recommend reading the Psyblog entry discussing the value of dissent. It presents a well thought out argument as to why corporations make bad decisions. There are lessons here for those interested in better understanding the group context within which decisions are made in most large organisations.

Although it is not exhaustive, there are some tips on how to create constructive dissent. This is very difficult to do in practise – and doubly difficult if you are an analyst with the data already to hand that proves you are correct!

Here are Psyblog’s ways to achieve ‘good’ dissent:
  • Hire someone who genuinely disagrees with the group
  • Hire leaders that facilitate discussion. 
Doesn’t sound like rocket science, so why is it so difficult? Here’s why:
  • Organisations often recruit on the basis of who will ‘fit in’ and not ‘rock the boat’. The stereotypical yes-man often emerges, perhaps unconsciously, as perfect for the job.
  • Group cohesiveness is highly valued for productivity (‘are you a team-player?’): groups who are always bickering are perceived as getting less work done.
  • Disagreement and the expression of conflicting opinions makes people uncomfortable and they try to …

More Read

big data improves

3 Ways Big Data Improves Leadership Within Companies

IT Is Not Analytics. Here’s Why.
Romney Invokes Analytics in Rebuke of Trump
WEF Davos 2016: Top 100 CEO bloggers
In Memoriam: Robin Fray Carey

I recommend reading the Psyblog entry discussing the value of dissent. It presents a well thought out argument as to why corporations make bad decisions. There are lessons here for those interested in better understanding the group context within which decisions are made in most large organisations.

Although it is not exhaustive, there are some tips on how to create constructive dissent. This is very difficult to do in practise – and doubly difficult if you are an analyst with the data already to hand that proves you are correct!

Here are Psyblog’s ways to achieve ‘good’ dissent:
  • Hire someone who genuinely disagrees with the group
  • Hire leaders that facilitate discussion. 
Doesn’t sound like rocket science, so why is it so difficult? Here’s why:
  • Organisations often recruit on the basis of who will ‘fit in’ and not ‘rock the boat’. The stereotypical yes-man often emerges, perhaps unconsciously, as perfect for the job.
  • Group cohesiveness is highly valued for productivity (‘are you a team-player?’): groups who are always bickering are perceived as getting less work done.
  • Disagreement and the expression of conflicting opinions makes people uncomfortable and they try to suppress it, partly because:
  • Dissent is easily misinterpreted as disrespect or even a personal attack.
  • Dissenters are often labelled as trouble-makers and targeted for either conversion to the consensus or outright expulsion from the group.

Thomas Davenport, author of Competing on Analytics: The New Science of Winning (Harvard Business School Press) makes a similar but much broader point. He advocates a new emphasis on people as the key ingredient in successful predictive analytics. An old, but still relevant discussion is available here.

Link to original post

Steve Bennett July 18, 2009
Share This Article
Facebook Twitter Pinterest LinkedIn
Share

Follow us on Facebook

Latest News

Data Ethics: Safeguarding Privacy and Ensuring Responsible Data Practices
Data Ethics: Safeguarding Privacy and Ensuring Responsible Data Practices
Best Practices Big Data Data Collection Data Management Privacy
data protection for SMEs
8 Crucial Tips to Help SMEs Guard Against Data Breaches
Data Management
How AI is Boosting the Customer Support Game
How AI is Boosting the Customer Support Game
Artificial Intelligence
AI analytics
AI-Based Analytics Are Changing the Future of Credit Cards
Analytics Artificial Intelligence Exclusive

Stay Connected

1.2k Followers Like
33.7k Followers Follow
222 Followers Pin

You Might also Like

big data improves
Big DataJobsKnowledge ManagementUncategorized

3 Ways Big Data Improves Leadership Within Companies

6 Min Read
Image
Uncategorized

IT Is Not Analytics. Here’s Why.

7 Min Read

Romney Invokes Analytics in Rebuke of Trump

4 Min Read

WEF Davos 2016: Top 100 CEO bloggers

14 Min Read

SmartData Collective is one of the largest & trusted community covering technical content about Big Data, BI, Cloud, Analytics, Artificial Intelligence, IoT & more.

giveaway chatbots
How To Get An Award Winning Giveaway Bot
Big Data Chatbots Exclusive
ai in ecommerce
Artificial Intelligence for eCommerce: A Closer Look
Artificial Intelligence

Quick Link

  • About
  • Contact
  • Privacy
Follow US
© 2008-23 SmartData Collective. All Rights Reserved.
Go to mobile version
Welcome Back!

Sign in to your account

Lost your password?