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Logic or emotions

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What works best when trying to persuade with analytics data?

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Logic or emotions

  1. 1. Logic or Emotions What works best when trying to persuade with analytics data? Alban Gérôme @albangerome MeasureCamp Copenhagen 9 June 2018
  2. 2. Abraham Maslow’s hierarchy of needs: • Physiological: food, water, warmth, rest • Safety: security, shelter • Love and belonging: friends, family, intimacy • Esteem: respect, status, recognition, freedom • Self-actualisation: full potential achieved People are social and strive to get into an ever smaller inner group of higher status people once their basic needs are covered Everybody wants to rule the world ESa
  3. 3. Elizabeth Kübler-Ross’ five stages of grief: • Denial – It’s no big deal, I’ll be fine! • Bargaining – I’m a celebrity! Get me out of here! • Anger – It’s all your fault! • Depression – How am I going to get through this? • Acceptance – I can’t go back to the way things were but that’s ok Once integrated, the biggest threat is loss of status and in the worst case, becoming an outcast. When threatened, people will stop trying to rise up the ranks and do anything they can to defend their position I’m a celebrity! Get me out of here!
  4. 4. Daniel Kahneman’s System 1 and research on loss aversion with Amos Tversky • You must present your request in a manner that will make sense immediately without requiring much thinking • People are twice as sensitive to a loss than to a gain A threat of losing status or becoming an outcast is twice as important than getting higher up the hierarchy A tennis racquet and ball costs…
  5. 5. Robert Cialdini’s 6 principles of persuasion • Reciprocity – You will not take advantage of the social group • Scarcity – You will pull your weight like us • Consistency – Your future decisions will be aligned with your previous ones • Social Proof – Your behaviour will be aligned with the behaviour of the group • Authority – You will respect the hierarchy of the group and obey the leaders • Likeability – You have charisma Violating these rules results in loss of status and influence in the group Limited availability! Only a few left!
  6. 6. When so many effective persuasion techniques leverage emotions, can we persuade using data and facts too?
  7. 7. New order Peter Drucker wrote: “If you can't measure it, you can't improve it.“ “Management is doing things right; leadership is doing the right things.“ With the cost of data storage continuously going down, we are now measuring plenty. What we need is support from the senior management and the rest of the organisation will align or lose status
  8. 8. Not so fast… • You can improve something without measuring it • Just because you can measure it does not mean it’s important • There are important things we cannot measure
  9. 9. Not so fast… When people’s jobs and salaries depend on metrics rather than informed judgment, people will find ways to manipulate the metrics and this will have unintended effects
  10. 10. People make decisions based on emotions and then justify them with logic
  11. 11. Coming together Emotions first • Leverages ancestral tribal rules • Copying the competition • Implementing ideas from respected thought leaders • KPIs dictated from the top down • Heaps of data collected and extracted but most never used • Cherry-picking the data leads to data-justified analytics Logic first • Frame insights as a potential loss of status if not implemented • Use storytelling to infuse emotions • Needs a steer from the business to define the business questions • KPIs emerge from the bottom • Rotating hub and spoke model • Restraint in data capture as a competitive advantage
  12. 12. The stakeholders depend on the analytics team for their standing and rise up the hierarchy… A symbiotic relationship
  13. 13. But without their domain knowledge and steer the analytics department would face analysis paralysis and not know where to start A symbiotic relationship
  14. 14. The stakeholders know best what will get them a notch up the hierarchy and what threatens their position… A symbiotic relationship
  15. 15. The stakeholders know best what will get them a notch up the hierarchy and what threatens their position Ask them what their bonuses depend on and what their pain points are A symbiotic relationship
  16. 16. Eventually the gap between the analytics team and the stakeholders will shrink A symbiotic relationship
  17. 17. We should see the emergence of the data-informed manager and the business-savvy data analyst A symbiotic relationship
  18. 18. Eventually, both might just be the same person A symbiotic relationship
  19. 19. Mange tak! http://www.albangerome.com @albangerome

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