Data Story PDF Book by Nancy Duarte

Data-Story-PDF-Book

Click here to Download Data Story PDF Book by Nancy Duarte English having PDF Size 6.3 MB and No of Pages 327.

Stories have the magical ability to fully immerse listeners, making them feel like they have been transported into the narrative. When we are mentally stimulated by stories, our attention shifts away from critical thinking and becomes distracted by positive feelings. On the other hand, when we process things analytically, we are prone to more critical thoughts and fewer positive feelings.

Data Story PDF Book by Nancy Duarte

Name of Book Data Story
Author Nancy Duarte
PDF Size 6.3 MB
No of Pages 327
Language  English
Buy Book From Amazon

About Book – Data Story PDF Book

Product ads that use stories allow consumers to imagine themselves using the product and getting its benefits, which persuades them that they want it. There’s nonstop buzz about data, big data, small data, deep data, thick data, and machines that are learning to analyze data. Many organizations are doing cool things that are supposed to improve our lives because of, you guessed it, data.

Of course, not all answers to organizational problems or opportunities will pop out of an algorithm. Data is limited to recording the past by cataloging numerical artifacts of what has happened. Seeking historical truth is vital to good decisionmaking, and those who work with data are, by nature, truth-seekers.

Click here to Download Data Story PDF Book

Yet, as you grow into leadership positions, you’ll spend most of your time communicating about the future state others need to create with you. Communicating data shapes our future truth—our future facts. Communicating it well is central to shaping a future in which humanity and organizations flourish.

Insights from the past inform the direction we need to go and the actions we need to take, but getting others to move forward with these actions only happens when someone communicates well. The foundation of effective communication is empathy. Ensuring that others understand what you are proposing must trump any personal or professional preferences you have regarding data.

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A chart that is clear to you could be perplexing to many others. It’s not that your audience isn’t smart; it’s that they are coming from a different background, and often have a different depth of knowledge about data analysis than you do. What you may think is oversimplifying will be perceived by others as blessedly clear.

This book is about communicating data, and that requires tailoring your message to those receiving it. Most data insights reveal the need for a recommendation (also known as a proposal, action plan, or report.) Sometimes, approval for the action you’re recommending comes from the executive suite.

The best communicators make data concise and clearly structured while telling a convincing and memorable story. Creating visual and verbal clarity directs attention to key findings so others don’t have to work hard to understand why your recommendation should be approved. Mastering the skill of efficient and inspiring communication pays great dividends. Data Story PDF Book

Communicating data effectively isn’t about creating sexy charts and showcasing your smarts. No, it is about knowing the right amount of information to share, in what way, and to whom. Virtually every company in every industry already has access to vast stores of intelligent data that can offer a competitive advantage. International Data Corporation forecasts a tenfold rise in worldwide data by the year 2025.

That’s somewhere in the realm of 175 zettabytes.* Digital tools passively listen to and watch us constantly, monitoring our every move. We can use data to invent new business models, help employees become more productive, and improve customer experiences. Customers now expect the data they want to use to be easily accessible at any time, wherever they are in the world.

If you don’t provide that, your organization could lose. The challenge of collecting, storing, analyzing, and providing all of that data is daunting, and yet the bigger challenge is using the data well to drive decisions. To make sense of the overwhelming onslaught, more people in a greater number of roles must understand how to leverage the various kinds of data at their disposal and bring the findings to life. Data Story PDF Book

Executives must constantly make decisions based largely upon data analysis. They want it presented to them in an expert manner. Marketing has market analytics, sales has conversion rates, software developers have code churn, HR measures retention, and academics, scientists, policy specialists, and engineers must pull insights out of complex data as a foundation of their work.

According to PwC, 67 percent of job openings are for roles that are analytics-enabled.8 I expect you’ve come to this book because you’re in some such job. Maybe you have a job that requires you to live in data all the time and dig discoveries out of it, or maybe you regularly have to leverage data as a secondary part of your job, whether in your own decision-making or reporting to others.

Perhaps you often give presentations that are based significantly on data, which might be findings of your own or those of others. Or maybe you’re just getting started learning how to incorporate data into reports or presentations. No matter what your role, your career trajectory will get a big lift from knowing how to first understand, then explain, findings in data well. Data Story PDF Book

If you learn how to communicate data clearly and persuasively, you will stand out from others. Overreliance on data to drive decisions can lead to analysis paralysis. When it comes to strategic decisions (and some operational ones, as well), you are anticipating the future, which is, by definition, unknown. Almost all data is historical—a record of what has already happened.

It’s a recording of what was or what is, not what could be. That means you need to use creative thinking and problem-solving to help shape the future state. We’ve all heard the phrase “the data speaks for itself,” but the truth is, it almost never communicates clearly for itself. We have to give it a voice. In making decisions about the future, even what you predict to be a clear trend line may not be reliable.

Trends can turn incredibly quickly. To be clear, I’m not talking about getting creative with data or letting bias into your algorithms or conclusions. Creative thinking is used only after you’re confident the truth is reflected in your data. Use creativity only for imagining the best actions to take next. Making good recommendations from data requires a combination of data analysis and intuition. Data Story PDF Book Download

Along with a degree of imagination and argumentation. Making a good recommendation involves more than presenting data that proves—or disproves—your hypothesis. That’s just a starting point. A recommendation then takes the creative step of proposing which action should be taken, and a good one makes a persuasive case for that action.

This involves taking a big leap from making sense out of data to telling a meaningful story with it. You narrate the story the data has led you to. If you have been operating in a well-worn mental groove of analytical thinking, you may feel a bit out of your element at first. But stepping out of an analytical mindset and into creative mode is highly energizing and fulfilling.

When you see your insights coming alive for people and inspiring them to action, it’s deeply satisfying. Sometimes, the best decision to make is a counterintuitive one. Choosing the right direction may not come from data, but may require envisioning a future you are inventing, that data cannot predict. Data Story PDF Book Download

I’ve had many friends who worked directly for Steve Jobs, and one thing all of them have shared about his decision-making is that no matter how much they prepared, how exhaustively they dug into data, or how many choices they provided him, he always went in an unexpected, counterintuitive direction. He saw ahead to a future impossible to prepare for.

Not so many years ago, leaders had little to no data. Much of their action was based upon gut assessments. In my own business, I’ve seen how valuable relying on intuition can be. I’ve made many decisions counter to the data. In the dot-com crash, the economy was in a tailspin, and Silicon Valley took a significant financial hit, which meant my business did, too.

Instead of keeping all cylinders running in our four creative services—print, web, multimedia, and presentations—I chose to shutter three of them and focus solely upon presentations. The data didn’t say to do that. Yet my gut told me that by being laser-focused on one thing, the firm had the best chance of making it through. Data Story PDF Book Download

I was able to keep our team intact as many other firms closed, and when the economy began to recover, our business spiked at an unprecedented growth rate. The great mathematician John Tukey said, “ An approximate answer to the right problem is worth a good deal more than an exact answer to an approximate problem.”

Those in leadership positions are more generally aware of this because they have to make decisions with limited data to support them all the time. They will be impressed by your gutsy use of intuition as long as you offer a wellformulated recommendation and present it well. On this note, before we dive in and learn how to shape data into effective communications.

The next chapter will take a hard look at who you’re communicating with. The best way to support the action you are recommending is to break it into smaller actions. When you run (verb), you must swing your arms, pump your legs, and breathe through your lungs. Those are all sub-actions. The way to get traction on your Data Story is to use a series of phrases with verbs to support your main, proposed action. Data Story PDF Book Download

In the tree in blue, note the conjunction “therefore, we need to…” in the dark, blue rectangle. This is included not because you’d actually put in a slide like that, but as an aid for crafting your action statements. Asking yourself what the actions are that finish the sentence will help push your narrative along by identifying supporting actions.

The conjunction begs the question “WHAT do we DO?” and the three sub-actions all answer the question “Therefore, we need to… What? What? What?” This phrase has become a mantra in my work meetings and conversations. If someone is going on and on about a problem or situation, I’ll say.

“Therefore, we need to…” and then pause. This is a great way to develop a problem-solving mindset, instead of a problem-identifying one, for ourselves and those we lead. It’s important to choose the best type of chart for communicating insights. Many beautiful and engaging ways to plot charts are available today. Data Story PDF Book Free

Huge databases with stunning visual intelligence can display data that whooshes across screens, unveiling clickable layers of data beneath it. As data sets grow ever more vast, charts are getting more complex and sexy. The use of complex charts and fancy-schmancy business intelligence tools helps uncover insights.

But when it comes to explaining the action you are advising, you must share your findings in a visually simple way. Your audience needs to understand you quickly and clearly, so plot and annotate data in the clearest and most common visual format. Use charts that everyone is familiar with: bar, pie, and line charts. I know, right?

With all the cool new visualization tools, that’s what I’ve got for you? But remember, this book is in service of getting agreement on action. For gaining buy-in, clarity always outperforms cool. I’m not saying to disregard all the breathtaking business intelligence tools you may have. Use them to aggregate and explore data. Data Story PDF Book Free

But then articulate your observations in the simplest form that will showcase the key points. This is usually done with a bar, pie, or line chart. Using charts that are more complex than they need to be adds mental labor to the reviewer and pulls attention away from the key insight. Complex visualizations can also look.

So authoritative that they lead people to suspend their judgment and accept the chart as if it is accurate and without bias. This might seem advantageous, but you want others to conclude with insights from the data that are similar to yours. Don’t make your conclusions look more certain than they are. Plus, a key insight could be buried in the complexity.

Often, the most profound findings with the greatest impact on an organization are best expressed in remarkably simple graphics. Granted, if you’re confident your audience has familiarity with a complex graphic because it’s part of the visual language of your industry, then you can absolutely use it. Data Story PDF Book Free

Another way you can display ratios well is by using a waterfall chart. This is a stacked bar chart in which each segment of a bar is spread apart so the ratios between them are made clear. Waterfall charts can show a static snapshot of data or the percentage of change in data over time.

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