# Understanding not Decisions By:: [[Ross Jackson]] 2024-07-29 Organizational leadership misunderstands analysis. They think that it will give them answers. At its best, the analysis will provide understanding. At least, it will provide information. It cannot offer decisions. Analysis informs the decision-making process. This can put a great deal of pressure on organizational decision-makers. The understanding formed by the analysis can certainly suggest what makes sense in each situation, but it doesn’t make the decision. In situations in which the clear implication of the analytic results is different from what the decision-makers want to do, there is tension. Sometimes, the implications of the analytic results are followed. More often, those deciding find some way to marginalize the results. This is not difficult to do. Since all analyses are simplified representations of reality based on assumptions, all one must do to invalidate the results is to point out something the analysis didn’t include or a questionable assumption. It’s easy. One doesn’t have to use analysis to make decisions. Analysis provides understanding. Sometimes, analysis provides an understanding of the topic being analyzed. Other times, the analysis provides an understanding of the consumers of analysis. Both are useful. #### Related Items [[Analytics]] [[Decision-making]] [[Leadership]] [[Understanding]] [[Outcomes]]