“Panic on the streets of London! Panic on the streets of Birmingham!”
So says the song of the same title by UK band The Smiths, anyway. The true story that follows (yes, I’ve caved in to popular demand and presented it as one of my terrible drawings) demonstrates how well-meaning, but ultimately poorly-executed use of performance data can lead to widespread panic and counterproductive knee-jerk reactions.
Starting at the top left, work your way through this little beauty…
What happened there then?
Well, the helpful analysts (who meant well) managed to initiate a sequence of increasingly panicked events because they aggregated a bunch of data together at a high level and presented it in a format that makes it impossible to interpret meaningfully. Despite the opaque nature of what was churned out, no one questioned it, and senior managers then drew conclusions based on assumptions about stuff that wasn’t actually there.
Next, the assessment that a particular type of crime increased during one month last year (compared to the previous month – a binary comparison - Nooooo!!!) was disseminated with great urgency to divisional management teams. Faced with such apparently unequivocal evidence that something would probably go wrong again this year, panic sets in and we see more knee-jerking than a row of Can-Can dancers.
The usual battery of tactics – written plans, resources being shifted about at the drop of a hat, more meetings etc – are unleashed, until one bright spark, quite far down the organisational food chain, decided to look at the data in context using control charts. And you know what..?
There were NO signals.
Panic over everyone!
So… points to take away from this story:
As Deming used to like saying, “In God we trust. All others bring data”.
Oh, and the ‘bright spark’ I referred to wasn’t me by the way.