Depending on how you look at it, “Big Data” is either a blessing or a curse. Some organizations see it as a daunting challenge to their ability to analyze and understand it. Others see it as key to new insights, cures, solutions and advances.
But that’s the crux of Big Data, isn’t it? No, not whether you view it negatively or positively, but literally how you look at it. Big Data is meaningless unless it can be analyzed and interpreted. For management to do that, they need to be able to easily interpret it and draw conclusions from it.
The key to being able to do that is data visualization, and data visualization is becoming ever more crucial in enabling senior managers in many fields – including finance, online engagement, climate, energy, manufacturing and agriculture – to evaluate Big Data without special technological expertise or assistance.
In a TDWI Research report last fall, David Stodder called data visualization “one of the great innovations of our time.” “Quantitative communication through graphical representation of data and analytical concepts is essential to surviving amid the deluge of data flowing through our world,” he wrote. He added that data visualization sits at the confluence of such factors as technology, the study of human perception and graphical interfaces, and “can contribute significantly to the fruitful interpretation and sharing of insights.”
As David Brooks wrote in the February 4 New York Times, “Technology has rewarded graphic artists who visualize data.”
Perhaps the most important developments in data visualization today are the strides being made in making it easily understood and interpreted by a lay audience – in other words, not requiring technical expertise or an analytical background to interpret and understand.
“The best visualizations cause you to see something you weren’t expecting, and allow you to act on it,” commented Amanda Cox, the Times graphics editor, in the Harvard Business Review last March. In their innovative use of graphic, statistical and analytical tools, Cox and her colleagues have made the Times a leader in data visualization.
That work, she said, has provided her team with this insight: “When I first started, I thought design was ten minutes to ‘make it [the technical analysis] cute’ at the end that I could talk someone into doing for me. Now I know that design thinking needs to be involved from conception.”
Likewise, by Jim Strikeleather, executive strategist, Innovation for Dell Services, emphasized the importance of the end-user in a Harvard Business Review blog post last April. Data visualization, he said, must be developed with an understanding of the audience; it must set up a clear framework; and it must tell a story.
Many examples of data visualization are available at the federal website www.data.gov. To view an especially effective example – providing a dynamic look at climate data and trends – view the visuals available at http://www.nnvl.noaa.gov/view.
This post originally appeared in CapsuleScape, the blog of Capsule Design in Minneapolis.
Suggest to an owner of a small or mid-sized business that he or she can use public relations as a strategy to support business growth, and the businessperson is likely to demur. “What do I know about getting covered by the news media?” or the owner might say: “I don’t have a clue about how to use social media like Facebook for my business.”
The responses are common, but they often reflect many missed opportunities. That’s because they reflect knowledge only of public relations tactics – certainly, tactics that can be effective tools in a building a reputation for businesses or organizations. But that’s the point: they’re just tools. Understanding how public relations can help your enterprise means, first, understanding how public relations is a matter of perspective.
The beginning of a significant new field
Let’s start at the beginning. In my first post on this blog, I referred to Edward Bernays, who was
listed by Life magazine among the 100 most influential people of the 20th century. How was he influential? It started with his relatives.
Bernays was a double nephew of Sigmund Freud. His mother was Freud’s older sister, Anna, and Bernays’ father was the brother of Freud’s wife. Bernays, in fact, was born in Vienna, although his family moved to New York in 1892, when he was just a year old.
After graduating from Yale in 1912, and unsure about what he would do with his life, Bernays traveled to Vienna to spend a few months with “Uncle Siggy.” He gained a firsthand understanding of the work of his uncle, and the principles of the emerging field of psychology. He was confident that the principles of psychology could be applied to many different fields – government, politics, even business.
As World War I approached, Bernays joined others in government in propaganda work to raise support for the United States entry into the war.
After the war, Bernays embarked on his own consulting practice. Since the field was entering – creating, in fact — didn’t have a name, he invented one. In his 1923 book, Crystallizing Public Opinion, he coined the term “public relations.” In the years that followed, he advised many famous public figures, including Thomas Edison, Henry Ford, and a succession of U.S. presidents.
Creating a new opportunity
What is the lesson for today’s business owners? I believe it’s epitomized in one account of how Bernays put his principles into practice. It came near the close of World War II. Although the war had not yet concluded, Americans were beginning to look forward to the day when U.S. soldiers would return home.
Representatives of one of Bernays’ clients, a national booksellers’ association, came to him and said, “Mr. Bernays, soon, millions of Americans will be coming home from the war. We want them to buy books. Is there a way, they asked, that you can help us?” Bernays told them that he would think about it.
Bernays knew that, with so many soldiers returning to the United States, they would be starting families and, eventually, looking for homes. So, with the booksellers in mind, he approached an association of homebuilders. He talked with them about an anticipated increase in home building, and discussed possible ideas they could make new homes attractive to potential buyers. And one of his suggestions for making home interiors attractive to young families, with a touch of sophistication, was to include built-in bookshelves.
The feature did prove attractive to new homebuyers, and once they purchased their homes, they filled those shelves with lots of new books.
The lesson for business owners isn’t hard to see. In fact, many small businesses and entrepreneurs already follow Bernays’ thinking.
Right in your neighborhood
There’s a small hardware store in my neighborhood where the owner hires students from a nearby private high school to help out in the afternoons, after school. He focuses solely on those students in seeking part-time help for the store. The students greet every customer who comes into the store, asking what the customer is looking for and helping to find the product. The store’s owner doesn’t publicize or advertise this, and he’s been doing it for years.
Other than paying the students for their part-time work, he doesn’t spend a dime – but you can be sure that the parents of those students are not only grateful for the jobs, but if they ever need something from the hardware store they know the first place they’ll stop.
Here’s another example: A local dentist who practices in my area takes a couple of weeks annually to volunteer his services at a mission in Latin America. He provides much-needed dental care to very poor children. Until his first visit, many had never seen a dentist.
When he returns home, he posts pictures of his latest mission trip in his lobby. The display isn’t intrusive, nor does it ask for any donations for the mission. It just offers some information on his volunteer work. Yet patients cannot help but see the photos, and are likely to conclude – and tell their friends – that he’s a caring, committed professional who serves his community, both locally and globally.
The next, final example has not been utilized, but only proposed. But again I believe it illustrates the type of thinking involved in understanding and utilizing public relations.
A few months ago I met a young inventor. He had a pet dog; when a new roommate came to live with him, however, they found that the roommate was allergic to dog hair. Rather than having to choose between the dog and the roommate, the inventor put his knowledge to work and developed a product that reduced the level of dog hair in their house, relieving the roommate’s discomfort.
I asked the inventor how he planned to market the product. He listed some traditional advertising and marketing tactics. For example, it likely would be sold in pet supply stores. “Pet supply stores?” I asked. “Those are for people who already have dogs. It would seem you need to reach those who can’t have dogs because of their allergies”
I suggested he look into providing information on the product directly to allergists, or perhaps in journals read by allergists or through allergists’ conferences. Once they were familiar with the product, I said, if they treated children who couldn’t own dogs because of allergies, the doctors could provide information on the product to the parents. What a great story could be told, I said, if his product made it possible for a child, for the first time, to experience the love and companionship of a dog.
Just change your thinking
As these stories illustrate, public relations can benefit a small business, a health care professional or an individual inventor and entrepreneur. The purpose is to build a trusted reputation among influencers and key audiences. Developing a strong and positive reputation can lead to heightened attention, favorable public opinion and new customers.
A lot of people — especially those who are hiring someone to do their public relations for the first time — think that our business is just about positive press. Make no mistake: sometimes media relations (a classic public relations tactic) are necessary, and, increasingly, utilizing social media or other tactics is necessary.
But, first and foremost, public relations is about the ability to understand the wants, needs, desires and fears of others, and to take authentic action to help the client – in many cases, the business owner — overcome a challenge or take advantage of an opportunity. Sometimes that involves media relations, sometimes it doesn’t. It’s ultimately about building and maintaining trust.
Public relations, therefore doesn’t require a businessperson to think like a reporter, or a news commentator, or like someone who has a large following on social media.
It just requires you to think in a new and different way: to think like a psychologist.