![]() ![]() A lot of engineering best practices increasingly adopted by data teams are proficiency-focused. Without proficiency in data collection, transformation, and reporting, the value of anything built on top can become highly questionable.Ĭoyle describes that leading high-proficiency groups requires emphasizing clear, simple practices that align behaviors with consistent, reliable outcomes. Proficiency is critical for data teams: unreliable systems or inaccurate data destroy the trust placed in us. But successful data teams require both proficiency and creativity – so how do we lead teams that balance the two? Proficiency makes data useful You can look at companies like Pixar, an incredible creativity factory, and Ford, an incredible, well, factory factory, and the benefits of focusing entirely on one of these priorities is clear. Proficiency-focused organizations must consistently and reliably perform clearly defined tasks, while creativity-focused organizations require consistent innovation and fresh ideas.Ĭoyle argues that great organizations know whether they need to optimize for proficiency or creativity, and take a single-minded approach to building the culture and practices that support that goal. I recently read The Culture Code by Daniel Coyle, and among the many gems about building great organizational cultures, one idea stood out to me as a helpful framework for thinking about this challenge: managing for proficiency versus managing for creativity. How do we manage those sometimes conflicting priorities? One of the fundamental challenges of managing a data team is balancing the need for rigor and reliability with the team’s desire to spend most of their time creating new knowledge. Open-ended creative work is a huge part of the appeal of working in this field – identifying opportunities to improve processes, appeal to new customers, or build better products adds value for the organization, but it is also just incredibly personally satisfying. But if that’s all you’re doing, your team is probably bored and your organization definitely isn’t getting as much value as it could out of its data. Those fundamentals are hard to argue with. ![]() The pipelines have to run, the logic in your transformations has to be sound, and the report has to show accurate revenue. "I don't know what that says for my creative side.Your data team has to produce solid data. ![]() "But if you're in a situation where you need to come up with something fresh, something new, something where people really haven't been doing this before, then you might want to cultivate a little clutter, and make your environment somewhat unkempt, and that ought to get some of the creative juices flowing."Īnd as for Vohs? What kind of person does this kind of research? "If you're in a situation where you need to be following rules, you might want to make your little local desk environment a little more tidy," Vohs said. Vohs said the condition is subject to change, and suggested that employers take their workers' workspaces into account when they want work done. I think cluttered minds actually do a pretty good job some days." Cluttered minds can lead to all kinds of pathways and solutions. "People in the messy room are more creative. "When people are in a tidy room, they seem to perform behaviors and make decisions that go along with what's expected," Vohs said. ![]() Asked to solve an inventory problem at a hypothetical factory, people at messy desks came up with more creative solutions. People in clean workspaces picked healthier snacks. Among their findings: People in a tidy room donated more to charity when asked to contribute some of their own money. ![]()
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