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We’re all used to operating with a degree of uncertainty, but between the Covid pandemic and a contentious election year, 2020 is shaping up to be even more unpredictable than usual. When we feel such heightened uncertainty, our decision-making processes can break down, and we may act based on bias, emotion, and intuition instead of logic and fact. The author offers a four-step framework to pause and assess ambiguous data: 1) Identify which data you’re working with; 2) Recognize which cognitive biases might accompany that data; 3) Invert the problem to identify what you really need to know; and 4) Formulate the right questions to get the answers you need.
As we’re battling a virus that scientists still don’t fully understand, watching the stock market sink, then soar, then sink again, and facing a contentious election, the future seems completely unpredictable (instead of merely as unpredictable as it has always been). When we feel such heightened uncertainty, our decision-making processes can break down. We may become paralyzed and afraid to act, or we may act on the basis of bias, emotion, and intuition instead of logic and facts.
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A common myth about decision making in organisations is that it is, by and large, a rational process. The term rational refers to decision-making methods that are based on the following broad steps:
Although this appears to be a logical way to proceed it is often difficult to put into practice, primarily because of uncertainty about matters relating to the decision. Uncertainty can manifest itself in a variety of ways: one could be uncertain about facts, the available options, decision criteria or even one’s own preferences for options. In this post, I discuss the role of uncertainty in decision making and, more importantly, how one can make well-informed decisions in such situations. A bit about uncertaintyIt is ironic that the term uncertainty is itself vague when used in the context of decision making. There are at least five distinct senses in which it is used:
Each of these is qualitatively different: uncertainty about data accuracy (item 5 above) is very different from uncertainty regarding decision options (item 1). The former can potentially be dealt with using statistics whereas the latter entails learning more about the decision problem and its context, ideally from different perspectives. Put another way, the item 5 is essentially a technical matter whereas item 1 is a deeper issue that may have social, political and – as we shall see – even behavioural dimensions. It is therefore reasonable to expect that the two situations call for vastly different approaches. Quantifiable uncertaintyA common problem in project management is the estimation of task durations. In this case, what’s requested is a “best guess” time (in hours or days) it will take to complete a task. Many project schedules represent task durations by point estimates, i.e. by single numbers. The Gantt Chart shown in Figure 1 is a common example. In it, each task duration is represented by its expected duration. This is misleading because the single number conveys a sense of certainty that is unwarranted. It is far more accurate, not to mention safer, to quote a range of possible durations. In general, quantifiable uncertainties, such as those conveyed in estimates, should always be quoted as ranges – something along the following lines: task A may take anywhere between 2 and 8 days, with a most likely completion time of 4 days (Figure 2). In this example, aside from stating that the task will finish sometime between 2 and 4 days, the estimator implicitly asserts that the likelihood of finishing before 2 days or after 8 days is zero. Moreover, she also implies that some completion times are more likely than others. Although it may be difficult to quantify the likelihood exactly, one can begin by making simple (linear!) approximations as shown in Figure 3. The key takeaway from the above is that quantifiable uncertainties are shapes rather than single numbers. See this post and this one for details for how far this kind of reasoning can take you. That said, one should always be aware of the assumptions underlying the approximations. Failure to do so can be hazardous to the credibility of estimators! Although I haven’t explicitly said so, estimation as described above has a subjective element. Among other things, the quality of an estimate depends on the judgement and experience of the estimator. As such, it is prone to being affected by errors of judgement and cognitive biases. However, provided one keeps those caveats in mind, the probability-based approach described above is suited to situations in which uncertainties are quantifiable, at least in principle. That said, let’s move on to more complex situations in which uncertainties defy quantification. Introducing ambiguityThe economist Frank Knight was possibly the first person to draw the distinction between quantifiable and unquantifiable uncertainties. To make things really confusing, he called the former risk and the latter uncertainty. In his doctoral thesis, published in 1921, wrote:
Terminology has moved on since Knight’s time, the term uncertainty means lots of different things, depending on context. In this piece, we’ll use the term uncertainty to refer to quantifiable uncertainty (as in the task estimate of the previous section) and use ambiguity to refer to non–quantifiable uncertainty. In essence, then, we’ll use the term uncertainty for situations where we know what we’re measuring (i.e. the facts) but are uncertain about its numerical or categorical values whereas we’ll use the word ambiguity to refer to situations in which we are uncertain about what the facts are or which facts are relevant. As a test of understanding, you may want to classify each of the five points made in the second section of this post as either uncertain or ambiguous (Answers below) Answer: 1 through 4 are ambiguous and 5 is uncertain. How ambiguity manifests itself in decision problemsThe distinction between uncertainty and ambiguity points to a problem with quantitative decision-making techniques such as cost-benefit analysis, multicriteria decision making methods or analytic hierarchy process. All these methods assume that decision makers are aware of all the available options, their preferences for them, the relevant evaluation criteria and the data needed. This is almost never the case for consequential decisions. To see why, let’s take a closer look at the different ways in which ambiguity can play out in the rational decision making process mentioned at the start of this article.
A key consequence of the above is that such ambiguous decision problems are socially complex – i.e. different stakeholders could have wildly different perspectives on the problem itself. One could say the ambiguity experienced by an individual is compounded by the group. Before going on I should point out that acute versions of such ambiguous decision problems go by many different names in the management literature. For example: All these terms are more or less synonymous: the root cause of the difficulty in every case is ambiguity (or unquantifiable uncertainty), which prevents a clear formulation of the problem. Social complexity is hard enough to tackle as it is, but there’s another issue that makes things even harder: ambiguity invariably triggers negative emotions such as fear and anxiety in individuals who make up the group. Studies in neuroscience have shown that in contrast to uncertainty, which evokes logical responses in people, ambiguity tends to stir up negative emotions while simultaneously suppressing the ability to think logically. One can see this playing out in a group that is debating a contentious decision: stakeholders tend to get worked up over issues that touch on their values and identities, and this seems to limit their ability to look at the situation objectively. Tackling ambiguitySummarising the discussion thus far: rational decision making approaches are based on the assumption that stakeholders have a shared understanding of the decision problem as well as the facts and assumptions around it. These conditions are clearly violated in the case of ambiguous decision problems. Therefore, when confronted with a decision problem that has even a hint of ambiguity, the first order of the day is to help the group reach a shared understanding of the problem. This is essentially an exercise in sensemaking, the art of collaborative problem formulation. However, this is far from straightforward because ambiguity tends to evoke negative emotions and attendant defensive behaviours. The upshot of all this is that any approach to tackle ambiguity must begin by taking the concerns of individual stakeholders seriously. Unless this is done, it will be impossible for the group to coalesce around a consensus decision. Indeed, ambiguity-laden decisions in organisations invariably fail when they overlook concerns of specific stakeholder groups. The high failure rate of organisational change initiatives (60-70% according to this Deloitte report) is largely attributable to this point There are a number of techniques that one can use to gather and synthesise diverse stakeholder viewpoints and thus reach a shared understanding of a complex or ambiguous problem. These techniques are often referred to as problem structuring methods (PSMs). I won’t go into these in detail here; for an example check out Paul Culmsee’s articles on dialogue mapping and Barry Johnson’s introduction to polarity management. There are many more techniques in the PSM stable. All of them are intended to help a group reconcile different viewpoints and thus reach a common basis from which one can proceed to the next step (i.e., make a decision on what should be done). In other words, these techniques help reduce ambiguity. But there’s more to it than a bunch of techniques. The main challenge is to create a holding environment that enables such techniques to work. I am sure readers have been involved in a meeting or situation where the outcome seems predetermined by management or has been undermined by self- interest. When stakeholders sense this, no amount of problem structuring is going to help. In such situations one needs to first create the conditions for open dialogue to occur. This is precisely what a holding environment provides. Creating such a holding environment is difficult in today’s corporate world, but not impossible. Note that this is not an idealist’s call for an organisational utopia. Rather, it involves the application of a practical set of tools that address the diverse, emotion-laden reactions that people often have when confronted with ambiguity. It would take me too far afield to discuss PSMs and holding environments any further here. To find out more, check out my papers on holding environments and dialogue mapping in enterprise IT projects, and (for a lot more) the Heretic’s Guides that I co-wrote with Paul Culmsee. The point is simply this: in an ambiguous situation, a good decision – whatever it might be – is most likely to be reached by a consultative process that synthesises diverse viewpoints rather than by an individual or a clique. However, genuine participation (the hallmark of a holding environment) in such a process will occur only after participants’ fears have been addressed. Wrapping upStandard approaches to decision making exhort managers and executives to begin with facts, and if none are available, to gather them diligently prior to making a decision. However, most real-life decisions are fraught with uncertainty so it may be best to begin with what one doesn’t know, and figure out how to make the possible decision under those “constraints of ignorance.” In this post I’ve attempted to outline what such an approach would entail. The key point is to figure out the kind uncertainty one is dealing with and choosing an approach that works for it. I’d argue that most decision making debacles stem from a failure to appreciate this point. Of course, there’s a lot more to this approach than I can cover in the span of a post, but that’s a story for another time. Note: This post is written as an introduction to the Data and Decision Making subject that is part of the core curriculum of the Master of Data Science and Innovation program at UTS. I’m co-teaching the subject in Autumn 2018 with Rory Angus and Alex Scriven. |