Dirty Data Vs Human Data

 

An issue that shows the difference in how people view things and is very, very common, particularly when you merge financial industries is how people view dirty data.

I’m gonna go out on a limb here. Dirty data is not the same as Human centric data. Human centric data is when you have something that is meant to works with people and you try and force it into situations where people Only look at data in the way it works with systems.

The best contrast is when you compare banking transactions and insurance transactions. Yes, yes, I know. It’s very boring.., BUT banking transactions are very, very pure. They’re very strict money orientated things that are run by accountants and can be nailed hard to the wall. Such data structures are very precise and clean. So when there’s bits missing, they are provably dirty.

But if you take someone from a strictly banking financial place and put them in insurance, they often think insurance data is hideously dirty. It isn’t. It’s human data. Think of this scenario:

You have someone who is working out an imprecise insurance policy. How do you get imprecise insurance you ask? because it’s rooted in fear. Insurance is how when frightened of something that you need protection from, you talk with a human on how to protect yourself from said fear. Obviously with common fears like a car theft we have an automated way of dealing with it. But in a lot of cases, it is a discussion and negotiation over things that people value, and for that, you tend to involve a human, hence why you still have a lot of human brokers. Such negotiations are often done away from computers, away from the little screens. And when they are done, someone signs a bit of paper, the broker who has worked out the price, then takes everything back and only then tries to work out how he’s going to get everything that he agreed and signed up for into the computer. Now the computer has very definite things in a financial transaction that it REALLY wants, Many of them multiple thought sets away from a negotiation (Audit and regulation stuff for example). So the broker or whoever is doing the data input tries to work out the best way of getting the data in. Often in retrospect, they’ve missed getting stuff, but they’ve already agreed, got the signature and taken the money, they’re not going to be able to go back (not without loosing face). They do their best, they fill enter the data, but very often to them its merely the paperwork, the real work has been done, this is just naff stuff.

Unfortunately when this is then taken further up the line, analytics are done and there’s fields that don’t make a lot of sense because they’re out of context. And that data is classed as dirty. In this situation, it’s not from the original context, it’s human data that is too broad and too changeable to fit in the neat boxes.

So before you actually take data and say this is rubbish and just shout that people should take more care, try and think of the context in which the data is being provided. Because ultimately, to try and make data ‘non dirty’. You’re gonna have to go back to how the data was put in and change those methods, if you don’t it will result in never ending data clean-ups 1, you’re not going to get buy in from the people that do it. You’re not going to make people happy. And ultimately they will just complain and as soon as you’re gone they’ll go back to their old ways because you’re not taken consideration of what they do and how they do it.

So not all dirty data is dirty. Some of it just involves humans.

  1. or in the worse cases, data lakes that try and fix it in an automated way going forward[↩]

Corporate term: Mrs Blanding Flower Sink

Definition:

Normally just shortened to “Flower Sink” this is something that sounds like it should be easy but in reality its something that causes utter hell to implement, sometimes used in a slightly derogatory way if you call a stakeholder (any gender) “Mrs Blanding” to mean someone who does not understand the consequences of their actions or demands.

Explanation:

This is best explained by merely watching the YouTube video attached. But I’ll paraphrase it here. Basically, an old black and white movie from 1950 called “Mr. Blanding’s builds his dream house” has this one scene where there’s this huge bill that’s just come in, and they try and track down where its come from for this custom house. It turns out that it’s from a tiny and seemingly innocuous request made by Mrs. Blanding, the architect explains the whole detail of why it’s caused such an expense and the background for such a huge knock on effect from a really simple and what should have been an easy request. It is the best and original example of when someone comes up to you and asks for something that “will just take a minute” and then they do not accept that to just make their little request will cause lots of things to need to be done and have huge knock on effects. It is also one of the few examples where you can take someone who is simply not getting that such things have a huge impact and showing them the video, because it’s so old and so venerable it rarely causes offence, so it’s more useful than just about any of these corporate terms that you’ll read here.

 

Disclaimer: As always these posts are not aimed at anyone client or employer and are just my personal observations over a lifetime of dealing with both management and frontline associates.

Corporate term: Chinese Report Whispers

Definition:

This is a report presented to directors. But when they ask for justification and the person that generated the source data is dragged in, that person has no idea how the report has produced the numbers the directors are asking about.

Explanation:

These are the inevitable changes when a detailed report designed to be transparent and viewed by subject matter experts gets summarised multiple times by subsequent levels of management on the way up to the top. However these summaries tend to be made by managers wanting to make their report look better rather than accurate, often using a slight more ‘seemly’ term rather than a technical one. This means that over iterations the fundamental meaning of numbers will be changed rendering the report meaningless from its original intention.

 

Disclaimer: As always these posts are not aimed at anyone client or employer and are just my personal observations over a lifetime of dealing with both management and frontline associates.

How to define a crisis? (for a corporation)

When you deal with projects, and you deal with issues of any type within those projects, people will state that one of them is ‘Critical’ or ‘this is a crisis’.

Now, there are strict dictionary definitions on what a crisis is, i.e.

“A crisis is a time of intense difficulty or danger”

and critical is

“Having a decisive or crucial importance in the success or failure or existence of something.”

However, when these words are used in a corporate environment, it is mainly used to massively emphasise that this is an issue or problem that the reporter wants fixing rather than it being critical for the company / enterprise or project as a whole. But it is also quite difficult to push back on as multiple people get swept up in the management of the issue.

So, I came up with what I personally class are the three definitions of critical and/or what constitutes a crisis when it comes to any company or corporation:

  1. This is a legal or regulatory need or law. e.g. GDPR
  2. There is a significant financial threat or gain to the company and/or project. e.g. Licence breach
  3. There is a significant or real threat to a client of the company, either in terms of reputation or financial, e.g. security breach.

And that’s it to me, as I’ve seen in many, many corporations, everything else is merely important or very important. Only those three things are truly critical. Because if any of those three goes wrong, real lives can be effected.

I know it’s a strange item for a post, but it’s something that I feel strongly about and when ever I’ve mentioned these definitions, people have nodded and used them. So if it’s of any use to people to fight crisis merchants then please feel free to use them as well.

Does anyone have any things that they would add to this list?

 

Which days are best for hybrid working?

Post Pandemic, a lot of us are going back into the office in a serious way, and there is a lot of push to get everyone back full time in person. But as we know, with a few exceptions this does not give the productivity boost a traditional manager would like. We have moved on from this. Everyone back in the office is just as extreme as everyone remote. It doesn’t work perfectly in all situations. A nice compromise to this has been the growth of hybrid working. And most well thought out hybrid systems work nicely. hybrid working balances letting people work at home and save travel time, and get on with work versus team communication and everyone feeling part of one deliverable.

How many days works best depends on your team, but common consensus seems to be two days a week. It’s the best long term and hits a nice balance. but that brings a question which two days?, which ones are best and which ones are valid?

 

Monday.

This is one of my favourite hybrid dates. I like going in to the office on a Monday. I feel it kickstarts the week. It stops you from slow starting. It actually makes you feel more involved and set your goals, however, Monday is also status update frenzy. You will not get much done on a given Monday because the first half of the day will merely be everybody chasing around to find out what everybody else is doing. It’ll be everything from setting up spreadsheets to building PowerPoint slides for senior managers, to organising sprint meetings etc, etc. You don’t actually do that much solid work. So you’ve only really got half a day. if you’re talking about teams working together, unless your teams are all benefiting from working out their sprint and their plan for the week, first thing Monday is not a good hybrid working on site day.

 

Tuesday

Tuesday to me is the best hybrid day. Everyone’s got a grip on what they want to do for the week or for the sprint. And now people are banging into blockers and they want to know why!. They want to discuss why, they want to liaise, fight with each other, squabble over resources, deal with technical issues. This is the day to have people in the same office, yelling at each other, getting into meetings, and resolving things with a five minute chat rather than 10 emails. You will get a hell of a lot done on a Tuesday.

 

Wednesday

Midweek Wednesday is a split day in my personal opinion. Wednesday is an excellent hybrid working day for senior managers because they want to see the results of the Tuesday and they want to know answers, they want to demand questions or override decisions. So for senior managers and P.M.’s Wednesday’s is an excellent onsite working day. For Tech’s / B.A. and the like It’s not, they have had Monday which was part wasted in status calls, and Tuesday in the office justifying them and getting the details sorted out. Now they just want to get on with the work so they can deliver.

 

Thursday

I think everybody is a solid worker on Thursday. They should be left to work this day. PM’S know exactly what they’re doing. Tech’s have already had their full first day of working on Wednesday and should really be making progress. So Thursday is a pure working day. If you pull people into the office it tends to be a quiet heads down affair which begs the question, why waste the time pulling them in?

 

Friday

Friday is the worst on site working day. Unless you are in a sales orientated business or you have weekend work, People are resentful about being pulled in to an office on this day. They are not going to give you their best. I have found that working with teams it is best to merely break a Friday up into two sets of deliverables. See how much actual work you can get done by about 2pm. then between 3pm and 5pm get whatever status updates need sorting done, ready to be sent out to the senior managers, don’t pull people in for this day. However there is one exception… Deep sigh… use it as a consequence, if the team is consistently not delivering, then they come in on a Friday to try and fix it, you will be amazed at the motivation this provides for both junior and senior members

 

Conclusion 

To summarise if I was making the decisions and pulling in on reflection, I would have Tuesday as the definite hybrid working day for all and then additionally Wednesday for PM’s and managers, with Friday as a little used option if the team is having consistent issues hitting goals.