The Psychology of Data Governance: A People Challenge
Data Governance often presents a complex challenge for data leaders and businesses alike. At the heart of this challenge, I believe, lies a fundamentally human issue – one that is deeply rooted in psychology and the management of expectations.
Consider the analogy drawn from Mark Carney's book 'Value(s)'. Globally, we were somewhat unprepared for a pandemic, despite knowing the likelihood of one occurring. Yet, when it struck, we rapidly prioritised and took decisive action. This scenario mirrors the predicament faced by Data Governance teams. The question is: how do we proactively prepare, manage, and mitigate risks, and cleanse data for future value extraction, instead of waiting for a crisis to force our hand?
The concept of making Data Governance rewarding is pivotal in transforming it from a perceived chore to an engaging and valued part of business culture. Gamification is a powerful tool in this regard. By introducing elements typically found in games, such as points, badges, leaderboards, and challenges, we can inject a sense of competition and fun into the process.
Imagine a system where team members earn points for every data quality issue they resolve or for contributing to the data governance knowledge base. These points could translate into tangible rewards, such as vouchers, extra time off, or public recognition in the company. Leaderboards can ignite a friendly rivalry that not only drives performance but also fosters a team-oriented environment.
Moreover, immediate recognition plays a crucial role in reinforcing positive behaviour. A timely 'well done' or 'thank you' from a manager can significantly boost morale. This could be amplified through internal communication channels, where shout-outs for achievements in data governance are shared, making the recognition visible company-wide.
Celebrating milestones is another aspect of this reward system. When a team or individual reaches a significant goal in data governance, such as completing a data cleanup project or successfully implementing a new policy, it should be celebrated. This could be through a team lunch, a special mention in a company meeting, or a feature in the company newsletter.
The key is to make these rewards frequent and consistent. Unlike long-term benefits, which can seem abstract and distant, immediate rewards provide a quick feedback loop that reinforces the desired behaviour. This approach taps into the same psychological drivers that make social media likes so addictive – the instant gratification of receiving a reward.
By making Data Governance rewarding, we not only incentivize the desired behaviours but also create a more positive and proactive culture around data management. It's about recognizing the efforts of those involved and making sure they feel valued for their contributions.
This, in turn, can lead to better data quality, more efficient processes, and ultimately, a stronger competitive edge for the business.
