The value of setting shared data norms

In many workplaces, sometimes the mere mention of data can evoke apprehension or uncertainty for people. Some team members may be apprehensive about using data or fearful of its implications for them and their team. It can be hard for these people to buy in to using data if they are unsure of the expectations on them and this is where shared norms play a pivotal role. By establishing clear guidelines on how data is understood, used, and shared, organisations can alleviate these concerns and foster a culture where data becomes a tool for empowerment rather than anxiety.

Recently, I worked closely with an organisation aiming to lead data and evidence-informed change across the entire organisation. While some people were eager to embrace this shift, others were hesitant, citing concerns about the potential for data to be used in a way to drive accountability and consequences for not hitting targets, or whether the data might reflect poorly on them. To bridge this gap, we initiated a process of developing shared norms around the use of data, and outlined them very clearly before any form of data analysis or discussion of the data was undertaken.

This is the list of foundational principles that emerged from this process. I always start from these, and some organisations choose to adapt these to suit their context, or work with their staff to come up with their own set of agreed norms. Either way, these are very clear guiding principals that can help encourage buy in from team members and reduce anxiety around how data will be used.

Data norms for your teams:

1. We recognise that each data set reflects a small piece of the story: Acknowledging that each data point reveals only a fraction of the complete narrative is crucial. Complex human interactions or organisational performance cannot be summed up in a single metric, when in reality that is only a tiny piece of the puzzle. When we avoid focussing purely on a single metric or KPI as a measure of success, we ensure a more holistic and realistic perspective.
2. We acknowledge that all data sets have noise and bias: Data sets inherently contain noise and biases. By embracing this reality and being upfront about the limitations of individual data sets, we can enhance the reliability and validity of insights by advocating for the use of multiple data sources.
3. No single person has all the answers: Data should fuel dialogue, not serve as a one-way communication tool. Encouraging diverse perspectives ensures that insights are robust and inclusive of various viewpoints within the organisation.
4. We value everyone’s perspectives as we all have something to offer this conversation: Every team member's perspective is invaluable. By valuing diverse insights, organisations can mitigate biases and enrich the data-informed decisions they make.
5. We have our greatest impact when we are curious about the numbers and ask questions: Shifting from a blame-oriented culture to one of curiosity fosters a proactive approach to problem-solving. This encourages teams to explore solutions rather than dwell on setbacks.
6. No data set/value belongs to a single individual or team: This goes hand in hand with moving away from a blame-oriented culture because if a team is made to feel responsible for a certain data set, they can infer blame should that data not be favourable. By owning data sets as organisation wide, we acknowledge that everyone is able to make an impact on the data, and that many factors could contribute to a data set.
7. We use statements such as ‘yes, and' rather than ‘yes, but’: Instead of limiting possibilities with "yes, but," and creating excuses for why the data may appear as it is, adopting a "yes, and" mindset encourages exploration and creativity in leveraging data insights to actually drive action and positive outcomes. Yes, the data may look that way, and what are we going to do about it?
8. We use collaborative Language: Using inclusive language like "we," "us," and "our team" rather than "you" or "they" reinforces that data is a collective asset, not an individual burden or achievement.

These principles serve as a framework, adaptable to suit each organisation's unique context and culture. Whether adopted as is or modified to fit specific needs, they lay the groundwork for effective data storytelling and informed decision-making. You may like to reflect on these principles and consider how they can be applied within your own organisation.

By embracing shared agreements around data, we not only mitigate fears but also unlock its transformative potential. When everyone starts on the same page and has a clear understanding of just how data will be used, it can clear the way for thorough and insightful analysis and curiosity around the numbers to help teams and individuals make meaningful decisions.

This newsletter started as a podcast; if you'd like to listen to this episode and/or follow the podcast, check it out here .

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I am a data storyteller and grounded researcher, and I help organisations use their data more effectively and help them tell great data stories. If you'd like a hand with data storytelling or strategy, I'd love to chat with you.

Keynote speaker | Author | Facilitator