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โšก ๐——๐—ถ๐˜๐—ฐ๐—ต ๐˜†๐—ผ๐˜‚๐—ฟ ๐—ฏ๐—ถ๐—ฎ๐˜€๐—ฒ๐˜€, ๐—ฏ๐—ฒ๐—น๐—ถ๐—ฒ๐˜ƒ๐—ฒ ๐˜๐—ต๐—ฒ ๐˜๐—ฟ๐˜‚๐˜๐—ต, ๐—ฝ๐—ฎ๐˜๐˜๐—ฒ๐—ฟ๐—ป๐˜€ ๐—ป๐—ผ๐˜ ๐—ฝ๐—ผ๐—ถ๐—ป๐˜๐˜€ ๐Ÿ•ฏ

It’s only Thursday, so I shouldn’t be preaching, however…
It’s really easy to have an assumption and look for corroboration to back it up. We think we’ve found an insight and we cherry pick data to substantiate what we think. Data doesn’t lie, but our interpretation of it easy to be misled. We don’t want to intentionally bias other people but the allure of a new idea can be convincing.
Some ways to ensure that we’re following the right path:
– use multiple data sources. If we’re seeing the same thing from multiple sources it should iron out some of the biases
– allied to the above; use qualitative and quantitative data sources (and both behavioural and attitudinal too). You need to know “what” people are doing as well as “why”
– dig into the segments. It’s not all homogenous and different users will behave in surprising ways

When you’ve reached the boss level, you need to use the scientific method and test your assumptions through experimentation ๐Ÿ”ฌ. This clears up the discussion and you’ll have a substantiated view. Step 1 is to make sure your insight is leading you in the right direction.