Considering that analytics is meant to be about hard evidence, it’s surprising how much it’s riven with emotion. I’ve run across various points of conflict: People defending / denying the value of intuition. People defending / denying the value of experience.
Tension between analysts who think the data suggests one answer and managers who want to do the opposite. Managers who seem more interested in shooting holes in an analyst’s arguments than in getting around to making a decision. Analysts who have an almost religious reverence for data that goes beyond what’s reasonable. None of these emotional issues are unmanageable. In fact, anyone with management experience will be quite used to the fact that seemingly rational business decisions get mired in emotional conflict. It is perhaps only wishful thinking that made us believe analytics could escape this human reality.
Author: David Creelman