Turning data insights into action Leading for Impact

8_84 14_84 12_84 10_84 When making sense of your data, anchor yourself in the question(s) you’re trying to answer What are the questions you are trying to answer? What were the assertions in your hypothesis tree? Key takeaways Such as: “Everyone seems to agree that the group workshop is a key program component.” “We assumed HR meetings are a valuable professional development opportunity, but no one has mentioned them.” “Students with the least successful outcomes are usually those with children, jobs, or limited transportation options.” What are the directional trends in your data? Although responses and data may differ or seem disparate, can you see generally positive or negative themes? Where are there discrepancies or disagreements in your data? What might explain these differences? * Facilitator note on language* since the hypothesis tree framing/terminology resonates with some teams but not with others, vary the language used to cater to both groups. As data comes in, it can be overwhelming to think about what the messages are because there can be so much in front of you. Step back to remember what you were trying to do in the first place, and think back to the hypothesis tree or question that you’re trying to answer with this analysis. Then look for directional trends related to that question; themes that seem to be surfacing Make room for the blips – the discrepancies – because you sometimes may find an insight there (e.g., we’re seeing strong program outcomes from every site except one…what’s happening in the one?) But – to get back to any anchoring hypothesis you had- does the data align to what you expected or not? What have you learned? Does the information you’ve gathered confirm or oppose expectations?

EXAMPLE: Sticky note synthesis 8_85 Group exercises can help your team develop the key takeaways (and potential actions) from your data EXAMPLE: Sticky note synthesis Jot down observations & cluster into themes Record observations: Review interviews and data sources, and write down all observations. Capture one observation on each sticky note. Group session: Meet as a group to recap each interview and data source before jotting down observations Individual pre-work: To be efficient have each team member review all/some of the data sources beforehand Draw connections: In a group session, post sticky notes with observations on a wall or whiteboard, and cluster observations into themes. Organic: Allow themes to emerge organically, by first clustering similar observations, and then identifying an overarching theme. Pre-defined: Decide on focus areas or themes first, then categorize observations under existing themes. Refine themes: Combine similar themes or add new ones. 1 2 You have a few tips and framing questions, but what’s the actual process? As an individual, you might have an idea of what you think the key insights or most important takeaways are. However, it is important to get input from your team and larger organization, especially those directly involved or affected by any action plan, early in the process. Part of the goal of this exercise, and in creating an action plan, is to make decisions and identify key priorities as a group. With that in mind you might try an approach like this “Sticky Note” exercise (provide overview of steps) Some teams here have already gone through this exercise. [Ask New AP or others to share their experience with this tactic] Depending on group’s level of engagement and previous experience, consider asking, “Are there other effective methods of synthesizing data or drawing out insights as a group that you’ve seen used?” 3

Translate your key takeaways into actions and goals Identify areas of improvement or refinement that your key insights surfaced May be relatively focused on a particular aspect of your organization or strategy May have broader implications (e.g. program, organization, or financial effects) Brainstorm different actions and goals that could address those areas Let’s say you have a set of insights that highlight the common themes and key takeaways from your data. Now what? We need to turn those takeaways into a set of actionable goals that you can implement. What did your insights tell you about areas of improvement or refinement in your organization? These may be relatively focused if your research question was focused [Insert example – Easter Seals talent management research?]. Or it may have broad implications for various aspects of the organization [Use Our House as an example?] What are the types of actions you might take in those areas? Don’t be afraid to throw new, more creative ideas out there; it’s much better to start with a list of potential actions and hone in on the important ones later vs. constraining yourselves to a few obvious steps Of course, you do then need to narrow yourself down to what’s manageable to accomplish. To do that, you might consider two criteria… Narrow your list to a manageable number of initiatives

4_84 6_84 9_84 14_84 When developing an action plan, assess the “do-ability” of each action or goal High impact & importance Low impact & importance Strategic invest-ment Low-hanging fruit Requires many resources/ capacity Requires few resources/ capacity Distrac-tions Time sink The first criteria is impact…what effect will this action step have in helping to achieve my goals – maybe it’s very important, a requirement. Or maybe it’s a lower priority, a nice-to-have but not need-to-have The second criteria is resource/capacity requirements – what kind of time, talent, money will be required to get this done…how big of a change will it be? In deciding which ones to actively pursue, think about this list of “do-ability” criteria.