‘Dirty’ data in – ‘Dirty’ decisions out

Directors and managers in the non-profit and for-purpose sectors generally like to think of themselves as rational (evidence-based) decision-makers. As in most fields however, decision quality is often compromised due to unconscious (cognitive) biases, and other factors. Evidence and decision quality Data quality is a key determinant of evidence quality. In turn, evidence quality is… Continue reading ‘Dirty’ data in – ‘Dirty’ decisions out

Strategic Causality – Part 2

When ‘strategic causality’ was introduced in an earlier post, it was described as “how causes lead to effects“. Of course, all reflections on strategic planning and decision-making have that recurring theme. Hence, my posts on strategic archery, evaluation, and reflective governance can be seen as background reading for this post (see links below). Dependencies and… Continue reading Strategic Causality – Part 2

Measuring NFP Measures

Arguably, next to your non-profit board’s responsibility for setting directions for your organisation, the monitoring and evaluation of performance and conformance are the two next most significant board roles and activities. Central to these monitoring and evaluation activities is the use of metrics and indicators (see Locus Focus Vs Hocus Pocus for distinctions between these… Continue reading Measuring NFP Measures