A FEW THINGS LEADERS NEED TO KNOW ABOUT DATA AND ANALYSIS – PART 2

Information has never been more available as it is in this modern age of the Internet, 24-hour news, streaming services and endless sources of data collection devices and methods. Jeff Baker and Bob Bradford are back with their second and final article dealing with data and analysis and its role in strategic decision making. This part of the series addresses challenges with data and types and implications of errors in data analysis. It’s a great primer on the types of error that leaders encounter in data collection, processing and presentation and how they can lead to bad decisions.

A FEW THINGS LEADERS NEED TO KNOW ABOUT DATA AND ANALYSIS – PART 1

Information has never been more available as it is in this modern age of the Internet, 24-hour news, streaming services and endless sources of data collection devices and methods. But as the old saying goes “figures always lie and liars always figure.” Now, no one is calling anybody a liar here, but information that has been collected, analyzed, used, manipulated, or just presented always has the potential for bias and even deception–intentional or not. WAR ROOM welcomes back Jeff Baker and Bob Bradford as they present a two-part article that tries to tackle the difficult task of making sense of data in decision making. Part one addresses the sources of data and how the social sciences can be used to arm leaders with better questions and improved judgment.

SURPRISE! YOUR ORGANIZATION NEEDS CHANGE

Organizations frequently face surprises and how they react to them impacts their future prospects for success. WAR ROOM welcomes back Bob Bradford and Jeff Baker as they describe a new framework for understanding organizational response to surprise. They define four basic types of organizations based on how they react to surprises and then apply the framework to responses to the COVID-19 pandemic.

THE ROLE OF RETIRED SENIOR OFFICERS

This third offering in this brief series is by Jeff Baker. In it he examines the role of the retired senior military leader, generals and admirals, in the political sphere. Their participation in politics, even out of uniform, has long been considered taboo. Perhaps it’s time to re-look the benefits of decades of training, education and experience possessed by these skilled and seasoned leaders.