# The Revision Loop By:: [[Ross Jackson]] 2023-11-22 Analysts collect and analyze data, generate reports and presentations, and make revisions. Making revisions is the least interesting and the most tedious. How much time an analyst spends making revisions likely depends on those in the organization’s upper echelon. If those at the top direct numerous modifications, an analyst could devote significant time to refining one’s analysis. The point of these revisions is suspect. Seldom is an analytic report being published for public consumption, so it doesn’t need to be “perfect” for branding purposes. The revisions rarely fundamentally alter the study's major findings, so it doesn’t add that much informational power. There are certainly other studies the analyst could do, so it isn’t using resources that would be idle otherwise. The direction for these types of organizationally directed revisions is likely a subconscious decision to delay. If the analysis is being revised, those in the upper echelon do not need to decide. At least not yet. Unnecessary revisions create a buffer between unwelcomed results and unwanted decisions. Putting the analyst into a loop of revisions is easier than contending with unpleasant findings. Revisions can add value, but organizations should beware of the revision loop. #### Related Items [[Analytics]] [[Decision-making]] [[Management]] [[Organization]] [[Work]] [[Revision]]