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How You Can Learn to Trust In Data

by Marty Trevino

This article was published by Forbes Tech Council, August 5, 2020.


Data-driven decision-making at the strategic levels continues to be a desired but elusive goal for countless organizations. The anecdotal evidence of this inconvenient truth is overwhelming, with data scientists bearing witnesses to the inability of data to penetrate the bastion of higher-order decision-making.


Countless advocates of data-driven decisions have been rebuffed at the strategic decision table with some permutation of rationalizations, such as, "I don't care what the data says, my gut tells me X," or, "I can see what the data says, but I simply don't trust the data."


The predictable response of advocates of data-driven decision-making to the problem of trust of data has been to improve the storytelling, create more intuitive analytics, improve the precision or accuracy of the data or add traceability to thwart suspicion as to the validity or quality of the data.


So unfortunately, the purist answer to this wicked problem has been to more of the same. Yet the failure of well-intentioned quants to improve their trust of data in high-order decisions has little to do with the data. Much of the answer to this conundrum resides in the neuroscience of decision-making.

As a data and decision scientist, I believe that by gaining an understanding of the neuroscience of how they make decisions, business leaders can improve their trust in data when making higher-order decisions. In this article, we'll dive into the neuroscience and offer an action plan for business leaders in the tech field that they can apply to their own situations.


Continue reading on the Forbes Tech Council site.


Dr. Marty Trevino is the Chief Scientist at InsightCyber.

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