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Choice, decision making and judgment; is your relationship constructive or destructive?

What is NEW in this article about decision making? The new part explains the relationship between choices, decisions and judgement and how our questions indicate if our relationship is curious and constructive OR linear, framed, and destructive.  This article is part of a masterclass I have been creating on how we, as directors and those in leadership, can improve our choices, decisions and judgements using data and be better ancestors.  This article is not another self-help or “use this framework to improve decision making”; it is for the curious and those who ask questions on their journey. The refelction at the end should be "How does this article affect our views on the automation of decision making and the use of AI?" Why is this an important topic? Our individual and unique view of the world comprises layers of constructs created by our personality, biases, preferences, facts, and ideas learnt from past experiences.  These constructs are better known as “mental models

The railroad of (no) choice

In those first 100 days, it will become evident if you are about to be railroaded or if you have to present the choice without creating railroading for those data laggards. The latter being the job, the former being a problem. To be clear, railroaded means in this context: to force  something  to be officially approved or accepted without much discussion or thought. to force  someone  into doing something quickly, usually without enough information. As the CDO, are you about to find that the tracks have already been laid and that you on the train and it is going in one direction. You are now the figurehead of the new shinny data plan based on already accepted wisdom. Your hope, before starting the role, is that it is more analogous to a personal transport situation. This would be where you get to pick the fuel (food, combustible), vehicle (walk, run, bike, motorcycle, car, van, lorry, aeroplane, boat), the destination and the route. Using the analogy of the train on the tracks, the de

Here is a controversial startup carbon capture plan — anyone else in?

Humans are made up of 18% of the average person at 140 pounds, 62Kg, 10 stone: is Carbon. Deaths look like The question is how to securely airtight wrap bodies, respectively, in poor grade, unreusable recycled plastics and bury the person and plastic deep in an unused mine to long term capture the carbon from the plastic and our remains. Based on 54 million deaths per year, the   opportunity is to remove 62kg * 18% = 602 million KG or 650,000 tons. 100% is highly unlikely due to religion, personal preference and the remoteness of many deaths. However, is 30% of this achievable? — probably. Focussing just on those countries who cremate through legislative changes and adoption over time of using your last will as an act of kindness to future generations. There is an issue about individual values for memorials and “ashes” — however, most are now scattered which means there is no specific place. We need a better way to remember those who created us. Does this make a dent? Well yes. Storag

Day 0 CDO language. The translator, interpreter and go-between

Whilst our ongoing agile iteration into information beings is never-ending, there are the first 100 days. But what to focus on? Well, that rose-tinted period of conflicting optimisation is what </Hello, CDO!> is all about. Maintaining sanity when all else has been lost to untested data assumptions is a different problem entirely. On Day zero of being a #CDO, you have to be ready and prepared as a translator, interpreter and go-between. Yes, the essential “translation” of business needs into information requires identifying the appropriate data, the relevant analysis, and the correct interpretations, but that is not what I am talking about. There is a different translation to the appropriately modelled, described and analysed, data that offers the language to enable siloed departments in organisations to talk to each other. The CDO must have translation skills to help other executives talk about what data means to them and that each party leaves with a common understanding. Excep

The shadowy hierarchy

I remain curious about how I can make better or wiser decisions.  I am sharing this as part of my journey as I unpack my own boundaries and models that prevent me from making better decisions.   Context I have personally, and will always, dislike and distrust “traditional” hierarchy, probably because I perceived that the “power” wielded on me would never be available to me.   I was always on the outside; it is the joy of neuro-diversity that you become aware at an early age that to fit in the system and structure, you have to align to it, which for me, had no natural alignment.  You either fight to fit in, fight the system or create your own.  For many fitting in is natural, for me it never happened, and I stupidly opted for creating my own.  I rebelled against the system and structures as I could only see hierarchy as a method of control to something I did not align to - telling me to do things that made no sense.  Write with your right hand as a lefty. I am not alone; from Machiavel