As agencies embark on data-driven journeys and begin embracing AI, it’s critical to understand their data networks and the gravity that agencies can create by identifying, mobilizing and harnessing more data into how they operate.
We often train new staff mostly on content (policies, laws and procedures) but not much on craft (meetings, communication and briefings). That shortcoming limits what agencies actually get done.
Randomized experiments with multiple wording or design options (A/B testing) can assist in decision-making to help people better understand what you’re trying to communicate.
In the current data-driven landscape, business leaders across government need to be involved in using data. They need at least a working knowledge of the tools of data science and the ways data scientists generate their insights.
How can we make smart decisions that will impact an entire team, city, or nation? To improve your decision-making skills, follow these six tips.
The real problem with decision fatigue is not that we might avoid making decisions but that we might make bad ones without giving them any thought.
In part two of this series, we examine why the leaders who courageously harness diversity through common problem-solving will be rewarded.
We tend to train new staff heavily on content (policies, laws and procedures) but not much on the craft (meetings, communication and briefings). That limits what actually gets done.
Can you think of a time you made a decision without all the information you would have liked to have at your disposal? The reality is that we make decisions like these every day in both personal and professional contexts.
How can we make smart decisions that will impact an entire team, city, or nation? To improve your decision-making skills, follow these six tips.