(originally published by TDWI) by Maureen Clarry
February 2009. Headlines indicate that U.S. banks are stable and lending has increased. The stock market is up. Pay increased 3% in the 4th quarter and profits and productivity continue to rise. The amount of work moving offshore is decreasing and the U.S. has among the highest rates of employment in the world.
Where were these headlines published? Truth be told, they are not current headlines. However, reflect for a moment about why these particular headlines might have grabbed your attention. How did it make you feel and what did you think about?
First of all, one reason this title might have gotten your attention is that it is very different from the rest of the headlines, news reports, economic forecasts, and radio broadcasts you are likely seeing and hearing. We are all bombarded with news of endless rounds of layoff announce-ments, cutbacks, budget reductions, bankruptcies, and labor statistics. In the midst of all that negativity, a positive headline stands out and might make you feel more optimistic and hopeful.
You might have less fear about the future and more of a sense that there could actually be something better ahead of us.
There are many factors that play into this complex situation, but there are two that business and business intelligence (BI) professionals should keep in mind as we navigate the terrain of the economy over the next several months: 1) the varied ways that people think, and 2) the social influence of what people think.
Factor One: The Ways People Think
If you’ve ever taken the Myers-Briggs Type Indicator, you may recall the second dimension of the types as iNtuitive (N) or Sensing (S). Even if you have not taken this assessment, you can probably identify yourself as either a person who sees the world “horizontally” or “vertically.” Horizontals (iNtuitives) think within a larger context, big picture, future-oriented, opportunities, and possibilities. Verticals (Sensing) think bottom line, detail-oriented, present reality, short term, obstacles, and barriers. Both types are “good” types and both types have important contributions to make.
In fact, in our work with business teams and BI teams over the last seventeen years, these two perspectives sometimes complement and sometimes conflict with each other, resulting in either outstanding or painful outcomes.
According to the Center for Applications of Psychological Type, in the U.S. population, Sensing types are the dominant perspective. In fact, the ratio of Sensing to iNtuitive is roughly 70% to 30%. What are the implications of this? From my minority iNtuitive perspective, there appears to be a significant focus on the short-term present reality: lots of details about all the bad news, obstacles, and barriers that will inhibit our future. Those are facts that I would not dispute. However, what has happened to the focus on the big picture, opportunities, benefits, and the future orientation? Is there any positive outcome from the situation we are currently experiencing that could point to a future that is actually better than where we’ve been? Do we want to go back to “normal” or create a “new normal?” Where is the contribution of the 30% iNtuitives in this current crisis?
Factor Two: Social Influence of What People Think
Some parents might recognize social influence simply as “peer pressure.” Richard Thaler, the Distinguished Service Professor of Behavioral Science and Economics at the University of Chicago, calls it “following the herd.” Barry Oshry, our colleague, mentor, social scientist, and author/expert in human systems, describes the phenomena of people in a shared condition of vulnerability coalescing around common ideas, thereby creating a feeling of strength in numbers. This coalescing tends to shut down ideas that run counter to the dominate perspective.
So what would an average person do in the face of a majority perspective of constant negative news and vulnerability?
According to some parents, behavioral scientists, economists, and social scientists, they would likely adopt the viewpoint of the larger group: their peers, co-workers, industry giants, competitors, and the marketplace. Thus we all feel vulnerable, fearful, and overly focused on the present reality. Is it possible that layoffs create more layoffs and cutbacks create more cutbacks?
Judith Bardwick, a clinical professor of psychiatry at the University of California and highly regarded management consultant, indicates that “our viewpoints and thus our behaviors and choices are not primarily determined by objective facts…instead they are driven by how we perceive things through our partisan lenses…at this point in our history, fear is eclipsing reality … these widespread apocalyptic expectations need a course correction…we need a better under-standing of human psychology much more than we need improvement in the numbers.”
So here’s our choice: succumb to the mob mentality and participate in the downward spiral or look beyond the current crisis and take action to move toward a new future.
Actions We Can Take As BI Professionals
Manage the Fear
Be mindful and not mindless of the infor-mation you take in. Don’t just rely on the negative and sensational news that sells. Seek other sources of information that may not be so readily available. Don’t be naïve, but look for a balanced perspective. Talk to other people who are committed to working towards positive outcomes.
Don’t perpetuate fearful conversations. Look for ways to provide information that reduces fear in the business.
Embrace Uncertainty
BI has always been a domain where we must deal with ambiguity. Recently the ambiguity has increased greatly because of the national and global economies. Decrease your personal vulnerability by not being myopic and instead recognizing and acknowledging this new context in which BI must operate.
Hugh Courtney’s book, 20/20 Foresight: Crafting Strategy in an Uncertain World, discussed the September 11th events and the current financial crisis. When asked if (either event) changed everything, he said: “The honest answer is that the only thing that has changed is our perception of the risks and uncertainties that were always there.” If those risks were always there, how might new BI support your business in uncertain times?
Don’t Fit In
Step up and be heard; especially if you are one of the 30% of iNtuitives. Don’t succumb to the mob mentality of Chicken Little; rather think of new possibilities. If you are Sensing, contribute your strength of recognizing obstacles and barriers to help create a more pragmatic vision.
There is no denying that there are individuals, businesses, and industries that are not doing well. However, every crisis contains opportunities so those who can leverage BI to recreate or improve their business will ultimately succeed.
Bibliography
Bardwick, Ph.D., Judith M. One Foot Out The Door: How To Combat The Psychological Recession That’s Alienating Employees And Hurting American Business. New York: American Management Assoc., 2008.
Martin, Ph.D., Charles R. Estimated Frequencies of the Types in the United States Population. Gainesville: Center for Applications of Psychological Types, Inc., 1996. (Revised by Allen L. Hammer, Ph.D. based on more recent analyses conducted by Glenn Granade.)
Thaler, Richard H. Nudge: Improving Decisions About Health, Wealth, and Happiness. New Haven & London: Yale University Press, 2008.
Maureen Clarry is the CEO of CONNECT: The Knowledge Network, a consulting firm that specializes in data, technical, and organizational solutions for business intelligence. Maureen has been on the faculty of TDWI since 1998, serves on the Board for the Colorado Chapter of TDWI, and participates on the Data Warehousing Advisory Board for the University of Denver. CONNECT has been recognized as the South Metro Denver Small Business of the Year, the Top 25 Women Owned and Top 150 Privately Owned Businesses in Colorado. Maureen can be reached at mclarry@connectknowledge.com
or 303-730-7171, ext. 102.