# Fragmented Realities By:: [[Ross Jackson]] 2022-10-08 There are certainly limits to what we know. What we don’t know is virtually limitless. Much of what we think we know is incomplete at best and wrong at worst. We each only grasp small portions of a fragmented reality. Keeping this in mind is challenging because we tend to maximize the value of what it is that we do know, and habits contribute to a sense of predictability. In short, much of our daily routine reduces the opportunity to be confronted by what we don’t know. Whenever one deals with a new person one has a chance of seeing this aspect of [[life]] more clearly. When we meet an individual for the first time, we don’t have any idea what the person thinks. Their perspective is unknown. Often people are guarded. This means they will likely attempt to conceal their understanding. They might discuss things in vague generalities and platitudes. It takes time, usually, for people to reveal that they have radically different thoughts and insights about things. When they do, one is often amazed at how little one truly knew the individual. These insights can be quirky, challenging, uncomfortable, and amazing. They can transform our understanding, enrich our [[appreciation]] of the individual, and remind us of our limited and fragmented our realities are. Applied analytics is similar. At first, one becomes acquainted with different techniques. These techniques are functional and allow one to gain traditional insights. Nothing groundbreaking. As time progresses one starts to understand the techniques more, acquires [[knowledge]] about a few other techniques, and most importantly starts to view how these techniques could be applied in novel ways. This is when the technique “opens up,” and reveals that it too can reveal radically different perspectives and challenge what we think we know. Organizational reality is complex. Within the confines of that reality making sense of things is essential. Talking to people provides one way to overcome our limitations of perceptions. Analytics provides one with a replicable way of moving beyond our limited, internal assessments. We know no matter the quantity of our knowledge that it is limited and at least partially incorrect. Analyses and conversations contribute jointly to expanding one’s knowledge and refining our accuracy. When used in conjunction these can be very powerful. When used in isolation they are useful. Either would be better than simply assuming one is correct in knowing what is going on. We usually don’t. But we are in this [[together]], whether we like it or not, and we can improve the situation for ourselves and others. This is a basis for hope. #### Related Items [[Analytics]] [[Reality]] [[Beliefs]] [[Organizational Analytics]]