Data driven decision fallacies (working title)

Data driven decision making is not a new concept, US businesses and governments have spent an enormous amount of time and money in search of information that informs their complex decision-making process. The difference over the last decade, is the barrier of accumulating large amounts of data has decreased dramatically. This phenomenon has allowed decisions to be made at lower levels in the organization and at a more rapid pace.

Organizations commonly profess they are 'data driven' in their decision-making approach. Often the assumption is more data gathered the better the decision will be however, this is not necessarily true, it can make the process more difficult and the outcome less accurate. The challenge faced in the modern age is sifting through the mountains of information to find the 'signal in the noise'. Complex decision making not only requires data, but it requires a methodology that is supported by the quality of appropriate data, analysis, and expert judgement.

In this paper the author will explore the aspects of complex decision making and common logical fallacies with the process. Assessing data quality, quantity and appropriateness
Assessing data analysis and expert judgement capabilities
Decision making approaches

John Cvetko, Principal, TEK Associates

John Cvetko is a principal consultant at TEK Associates. He works with companies and government agencies to improve their project management processes and supports the teams that carry them out.

John has over 20 years in high tech; the last 12 have been implementing, monitoring and testing large software systems.
He also works with the state governments of Washington, Oregon, North Carolina, North Dakota, and Mississippi. In the private sector, he has worked with firms such as NIKE, Boeing, Tektronix, and PGE/Enron