If I was to give advice to a politician in power, it would go like this: numbers matter but don’t let them dictate the right course of action. Of course that’s fully loaded advice. The right course of action is subjective. That can mean expert or non-expert judgement of such a great wide range of felicity that it doesn’t bear thinking about.
For a long time, there was a mantra that organisational policy should be data driven. There’s quite a bit of wisdom in this statement as an alternative to arbitrary opinion and volatile reactivity. There’s no doubt an organisation is better off if it has a few able number crunchers.
I can recollect times when I’ve been advised to look favourably upon one way of presenting information as opposed to another way. Not that either was in error but that one way would reflect better on the management of an organisation. This is a perfect example of Lies, Damned Lies and Statistics[1]. Which is often nothing to do with lies but rather the presentation of information. Some would say manipulation.
Sacking a head of a Bureau of Statistics because the numbers their technical people produce are not favourable, well that’s one way to go. It’s the sort of action that’s take in devoutly authoritarian countries. Better not be embarrassing the higher ups at any cost.
Suddenly, I’m taken back to my “O” level history lessons. Our enthusiastic secondary school teacher who wanted us to love the Russian revolution as much as she did. It’s a fascinating but brutal period for Europe. Here I’m thinking of Stalin’s Five-Year Plans. A Russian official, in the late 1920s, would have been very unwise indeed to produce anything other than favourable statistics. However, for all the cruelty and suffering Russia did archive a rapid industrialisation.
Numbers matter. My dictum. If they are wildly inaccurate or manipulate numbers, they are worthless. Even presentational they are worthless because few will believe. Credibility is key but that’s often the issue. Who do you trust?
My domain has been aviation safety numbers. The analysis of these numbers can be of significant consequence. Going back to that data driven philosophy, if the numbers are wrong the direction of travel will be wrong. When policy making has an objective basis then it’s much easier to justify to a wide audience. There are advantages in having trustworthy numbers.
In the ideal world, a degree of independence is essential. This is so that the producers of statistics and associate information can endeavour to be accurate and unbiased. Doing this without fear or favour to any interested party can take some resolve. It’s only possible in an environment that is both inquisitive and respectful.
I say “degree of” as an observation. Just as investigators often follow the money trail, it’s as well to consider who is paying the bills. The analyst’s salaries must come from somewhere. Again, in an idea cultural environment where integrity and trust are valued, it’s not those who are funding the number crunching work that should determine (dictate) the results. Let the numbers speak.
The ideal world doesn’t exist but it’s clearly unwise to swerve away from it at speed.
John Vincent 