The Truth is Out There

In research, we use different forms of validity in our findings to ensure the reliability and accuracy of our conclusions. I was thinking a lot today about how we can apply these concepts in our daily business lives. While we often focus on making decisions based on what seems obvious or straightforward, we need to consider when to dig deeper and apply more rigorous analysis. Let’s start by defining two types of validity that are particularly relevant for both research and business:

Face Validity:

Face validity refers to the extent to which a test, measure, or procedure appears to assess what it is intended to measure, based purely on its outward appearance or subjective judgment. It’s a basic form of validity and involves evaluating whether the content seems appropriate and relevant to the topic or construct being measured. This is often judged by non-experts.

In business, face validity plays a role in our day-to-day decisions. For example, when you implement a new process that “looks right” to your team—whether it’s a sales pitch, marketing strategy, or customer service process—face validity is at work. It’s the first step in validation: Does it seem to do the job?

Construct Validity:

Construct validity, on the other hand, refers to the extent to which a test or measurement accurately captures the theoretical concept or construct it is intended to assess. It’s about ensuring that the measure truly represents the underlying idea and correlates well with related concepts, while remaining distinct from unrelated ones.

In business terms, this might involve more in-depth analysis of whether a strategy or tool truly accomplishes the goals it was designed for. For example, if you’re using a tool designed to improve customer retention, construct validity would ask: Is this tool actually improving retention, or is it only appearing to? This requires data, deeper analysis, and sometimes expert judgment to determine.

The Balance Between Face and Construct Validity in Business

Most of us lean heavily on face validity in our work. If something looks good and feels right, we tend to assume it will work. And often, it does. Face validity is quick, intuitive, and relies on our ability to judge things based on experience and observation. For many day-to-day decisions, this is more than enough. If a new product design looks appealing to customers, if a team process seems efficient, or if a marketing strategy feels right—face validity can get us far.

But there are times when we need to go beyond what seems right on the surface. This is where construct validity comes into play. Sometimes, we have to take that deeper dive to ensure that what we’re seeing on the surface isn’t misleading. For example, a sales strategy might look promising, but does it actually drive the revenue we expect? A leadership training program might seem effective, but is it really improving managerial performance, or just creating the perception of improvement?

When is Face Validity Good Enough?

The key question we need to ask ourselves in business is: When is face validity good enough? The answer depends on the stakes.

? Low Stakes, High Intuition: If the decision is low-risk and your team has a lot of experience or intuition about the problem, face validity might be all you need. Trusting your gut can often be enough when you’re in familiar territory.

? High Stakes, Uncertainty: On the other hand, if the decision has higher risks, long-term consequences, or involves unfamiliar territory, then relying on face validity alone can be dangerous. In these cases, it’s worth investing the time and effort to validate your assumptions more rigorously. This is where construct validity comes in—you need to dig deeper, gather data, and analyze whether what looks good on the surface is actually delivering the outcomes you need.

Applying This in Your Business

As leaders, it’s important to know when to rely on your instincts and when to seek more evidence. Recognizing the balance between face validity and construct validity can make all the difference in decision-making. When introducing new tools, strategies, or processes, start with face validity to get things off the ground. But don’t stop there—when the situation calls for it, take the time to ensure construct validity to confirm that what looks right is, in fact, the right solution for your business.

By developing a mindset that values both quick judgments and deeper analysis, you can navigate your business decisions with greater confidence and effectiveness. It’s about knowing when “good enough” is enough—and when to dig deeper for better, more informed results.

By Ethan Bloomfield