Metrics_ How to Improve Key Business Results - Martin Klubeck [35]
Part two of this experiment would be for you to provide a seemingly valid purpose for your question, which would not be, “Oh, I’m just curious,” or “I just want to gain some insight into your weight.” Though, many times when we ask management why they want certain data, we get an equally ambiguous answer: “Oh, I just want to know what’s going on,” or “I just need insight into how we’re doing.” A lack of clarity will create inaccuracy in the data. In software programming, we use the term GIGO—garbage in, garbage out. This is true for dealing with emotionally-charged discussions with others. Don’t be fooled. Asking for data will create emotional tension. If you provide garbage reasons for asking a question, you’ll get garbage answers.
It won’t help to simply assure the people that you’re interviewing that ev-eryone is being asked the same questions. But, for example, if you first tell them that you’re doing a study for school and you need to gather the weight of ten random people, they may answer your question.
Instead of an immediate answer, you may get one or more of the following responses:
“Will you use my name?”
“Who will see it?
“What are you going to do with it?”
All of these questions are trying to get at the same thing: how are you going to use the answer that I give you? Until you answer this question to the satisfaction of the respondent, any answer you receive will be highly suspect.
Even if you explain fully how you will use it, depending on how the respondent feels personally about the information, the accuracy will be suspect. This may seem logical to you. I’ve heard the arguments before. You may argue that you aren’t looking for personal information about your workers, you’re trying to develop metrics around staffing so you can justify another position!
Back to our experiment. Ask someone, “How much do you weigh?”
If by some small chance you get an answer to this question, write it down. Also write down the level of confidence you have in the accuracy of the answer. Are you 90 percent confident that it’s accurate?
If you didn’t get an answer at first, then explain the purpose of your question (for example, that you are collecting data for a class project). If you get an answer, write it down. What’s your confidence in its accuracy now?
As a third attempt, share how you intend to use the answer. It doesn’t really matter what you say. You can go with, “I’ll aggregate the data and show the average weight of the ten people I ask. Then we’ll discuss if that weight is a healthy norm for people.” See if you get an answer yet.
Don’t forget to observe body language the whole time. See if the respondent is less defensive as you provide more information. Check your level of confidence in the answer.
The explanation of how the metric and its components will be used should be documented in the metric development plan. Don’t get hung up on the need to document everything or to make it pretty. The value of the development plan lies in the clarity of its purpose. Of course, plans also provide consistency, prolonged guidance, and direction for others who may use it. By creating the development plan, you will have thoroughly thought out the metric and will be able to communicate its worth to any who ask.
We’ve seen that the questions we ask can result in a lack of answers or inaccurate answers unless we clearly define our intentions for the information gathered. Another key to getting better answers (or one at all if the respondent is still reluctant), is to communicate how the results won’t be used.
Explain How Information Won’t Be Used
When you’re questioning a person about his weight, tell him how you won’t use the information. Sincerely assure him that no matter what, you will not use his information in a way that he’d find offensive. This could include using it in a published study or as a case study for a class. You may not know what his particular fears