Making decisions. Any fool can. But add one word and it all changes. Making good decisions. Or, making great decisions.
One of the things I love about some books is the busting of assumptions. Myth busters.
Freakonomics was such a book.
I’m not a brilliant economist. In fact, I’m not even a dimwitted economist. But these guys shine a light on things in ways few of us ever considered before. Where most of us see nothing, they see patterns, explanations and details. The analysis of such things enlightens us. It makes us more aware. It can also help us think differently, better!
Most of us like to think we decide based only on hard facts, but that Pfeffer and Sutton book cover to the left is properly titled how most of us really do things. We fall prey to dangerous half-truths and total nonsense.
Another such book is Competing On Analytics. I loved this book when it came out a few years ago. Don’t let the title scare you off. Measuring things. Quantifying things. Looking at things from a different perspective – one that can be measured – can serve all of us well.
Sometimes we make assumptions based on incorrect data. We let our emotions soar or fall based on those assumptions. We launch forth with an enterprise riding high on the wave of blind optimism, assuming everybody will quickly see how terrific our offer is. Too often, we’re wrong.
The value of an analytic approach is found in the title question, “What if we are wrong?”
But merely asking the question is only part of the suggestion for making better decisions. There’s another component that you should always incorporate. Your failure to implement the second part of the equation to the question – What if we are wrong? – is vital to saving us time, money, emotion, passion and a host of other valuable resources.
Thank you for hitting play. Thank you for giving me a chunk of your time and attention!
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