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Problem Solving with Data Visualization

Problem Solving with Data Visualization

If we only have 60 minutes left, we are going to spend 55 minutes to think about the problem, while the last 5 minutes for the data visualization.

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Fiqry Revadiansyah

August 20, 2021
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  1. Data Visualization Problem Solving with Presented by Fiqry R

  2. Hey I’m, Fiqry Revadiansyah I am a, • CURRENTLY |

    Data Science @Accenture • Previously | RnD Data Science @Purwadhika • Firstly | Data Science @Bukalapak
  3. 01 The Stupendous Problem Solving Act as a human, treat

    problem as a human 02 The Amalgamation of Cognitive and Affective Uninterruptible of combination arts 03 Simplicity is The Ultimate Sophistication Simpler, better Today’s Journey Path
  4. “If I had an hour to solve a problem, I

    would spend 55 minutes thinking about the problem, and 5 minutes thinking about the solutions”- You know him
  5. The Stupendous Problem Solving

  6. Think as Human

  7. Human Decisions are Emotional Kahneman, Daniel. 2011. Thinking Fast and

    Slow. New York: Farrar, Straus and Giroux (p.280)
  8. Act as Human Lerner, J., Li, Y., Valdesolo, P., &

    Kassam, K. (2015). Emotion and decision making. Annual review of psychology, 66, 799-823 .
  9. Emotions are Important in Decision Making Emotions help optimally navigate

    social decisions *) Emotions which are essential to build an impactful decision making: Memorable, Persuasive, and Engaging **) 01 02 *) Lerner, J., Li, Y., Valdesolo, P., & Kassam, K. (2015). Emotion and decision making. Annual review of psychology, 66, 799-823 **) https://www.forbes.com/sites/brentdykes/2016/03/31/data-storytelling-the-essential-data-science-skill-everyone-needs/?sh=628b20e852ad
  10. Decision Theory Application In the reality, we already done this,

    but... Problem(s) Solution A Solution B Solution C Action A Action B Action C Result A Result B Result C Outcome(s) Incidental Influence(s) Emotion(s) Decision(s) Result(s) Possible Outcome(s) Business Problem Research & Discussion Data Visualization Data Insight Storytelling Leader’s Action [Untouchable Area] [Touchable Area]
  11. 01 Different Outcome(s) Expectation mismatch to the reality 02 Disconnectedness

    Solution(s) Irrelevant approach to solve the problem 03 Graveyard Decision(s) Leader distrust our approach due to some mistakes in our insights Sometimes, we are experiencing ...
  12. Human-centered Design Framework (I) Put “Emotion” to all segments Problem(s)

    Solution A Solution B Solution C Action A Action B Action C Result A Result B Result C Outcome(s) Emotion(s) + Incidental Influence(s) Emotion(s) Emotion(s) + Decision(s) Emotion(s) + Result(s) Business Problem Research & Discussion Data Visualization Data Insight Storytelling Possible Outcome(s) Leader’s Action [Untouchable Area] [Touchable Area]
  13. Human-centered Design Framework (II) Stupendous Problem Solving Emotional Business Problem

    (Empathy) Emotional Discussion/ Research Emotional Data Visualization Emotional Data Insight Storytelling * ) Ideo.org/tools
  14. HCD Frameworks will aim you to: ❏ Know where to

    begin with ❏ Remind human as a social creature ❏ Follow a continuously improve ❏ Create a high quality decision
  15. Human-centered Design Framework (III) What will we cover today Emotional

    Business Problem (Empathy) Emotional Discussion/ Research Emotional Data Visualization Emotional Data Insight Storytelling PART II PART III How to pour “Emotion” to understand business problem How to pour “Emotion” to deliver insight and visualization
  16. “Design is not what it looks and feels like. Design

    is how it works” - You know him
  17. The Amalgamation of Cognitive & Affective

  18. Value vs Perceived Value Common Pitfalls of Understanding the Business

    Problem ❏ Individual Belief != Collective Belief ❏ “I think I am right” mindset ❏ Boiling the Ocean
  19. What we think is the best result for them (Cognitive)

    What they think is the best result for them (Cognitive) Value Perceived Value Empathy as a Bridge: Affective “I think, in order to increase revenue we should increase the sales” “We think, tackling fraud is the best way to reduce cost and gain more revenue” We need to pour our empathy to bridge communication, listen what they need, understand the situation they face, know the key priority, and so on.
  20. A • mal • ga • ma • tion /əˌmalɡəˈmāSH(ə)n/

    (Noun): The action, process, or result of combining or uniting Combining both Cognitive (Rational Thinking) and Affective (Emotional Thinking) will produce high-quality problem solving skill
  21. Amalgamation helps optimally navigate decision Emotions help optimally navigate social

    decisions *) Emotions which are essential to build an impactful decision making: Memorable, Persuasive, and Engaging **) 01 02 *) Lerner, J., Li, Y., Valdesolo, P., & Kassam, K. (2015). Emotion and decision making. Annual review of psychology, 66, 799-823 **) https://www.forbes.com/sites/brentdykes/2016/03/31/data-storytelling-the-essential-data-science-skill-everyone-needs/?sh=628b20e852ad
  22. The First Principle Thinking (I) A Framework about how not

    to boil the ocean Analogy Electric cars will never work because batteries are expensive First Principle Purchasing individual battery materials from cost-efficient sources allows us to make batteries that are much cheaper than anyone realizes Grass, Kacper. 2019. First Principles Thinking for Societal Problem-Solving: A Manual to Generate Innovative Solutions to Today’s Challenges. Factory for Innovative Policy Solutions. https://doi.org/10.13140/RG.2.2.16182.24642/1
  23. “I tend to approach things from a physics framework, and

    physics teaches you to reason from first principles rather by analogy” - You know him
  24. The First Principle Thinking (II) Issue Tree: How to decompose

    problem into shattered pieces How to Increase Revenue Increase The Sales Optimize the Cost Increase Buyer Increase Variety Reduce Fraud Optimize Operational * ) Minto, Barbara. 1991. The Pyramid Principle, Logic in Writing and Thinking. Essex: Pearson Education Limited (p. 96) High Effort, Not Priority Possible, Not Priority Possible, Priority Pour Empathy by Listen to Their Situation
  25. The First Principle Thinking (III) Pitfall on Actionless Insight: Incomplete

    Point of View How to Increase Revenue Increase The Sales Optimize the Cost Increase Buyer Increase Variety Reduce Fraud Optimize Operational “Insights on Fraudsters Data” A question arise. Is this enough?
  26. The Machine Learning Principle (I) Interconnected data: Opens a new

    horizon of understanding
  27. The Machine Learning Principle (II) Train a model to distinguish

    whether a photo is about Cat or Dog Cat Picture Dog Picture
  28. The Machine Learning Principle (III) Train a model to distinguish

    whether a photo is about Cat or Dog Cat Picture Dog Picture Similarity Dissimilarity 4 Legs Skin pattern 2 eyes Food Has a tail Behavior Has a neck Work in Police Station Has no wings Family/Ordo Trial 1 Training Feature 5 features: 70% Accuracy Trial 2 Training Feature 10 features: 88% Accuracy Trial 3 Training Validated Feature 8 features: 94% Accuracy Training More Validated Features Higher Model Accuracy
  29. The Machine Learning Principle (IV) Add more features to increase

    the “accuracy” of the insights Additional Insights “New user referrals who made transaction on the same day of their registration date are suspected as fraudsters by XX%” Sunburst Plot
  30. Simplicity is the Ultimate Sophistication

  31. Breathtaking visualization helps to build impactful decision Emotions help optimally

    navigate social decisions *) Emotions which are essential to build an impactful decision making: Memorable, Persuasive, and Engaging **) 01 02 *) Lerner, J., Li, Y., Valdesolo, P., & Kassam, K. (2015). Emotion and decision making. Annual review of psychology, 66, 799-823 **) https://www.forbes.com/sites/brentdykes/2016/03/31/data-storytelling-the-essential-data-science-skill-everyone-needs/?sh=628b20e852ad
  32. 01 Data Ink Ratio 02 Gestalt Principle 03 Plot Choice

    Breathtaking Visualization Elements
  33. Data Ink Ratio Simplicity through Data Ink The non-erasable core

    of a graphic * ) Tufte, Edward R. 2001. The Visual Display of Quantitative Information. Connecticut: Graphics Press LLC “Above all else show the data” - Edward R. Tufte (p.92)
  34. Data Ink Ratio (I) Confession of Sin: Tell us all

    of the sins from this graph?
  35. Data Ink Ratio (II) What can be improved?

  36. Data Ink Ratio (III) What else can be improved? (Remove

    Background)
  37. Data Ink Ratio (IV) What else can be improved? (Remove

    border)
  38. “The whole is other than the sum of the parts.”

    -Kurt Koffka Gestalt Principle Simplicity through Human Psychology. Gestalt is a psychology term which means “unified whole”, refers to theories of visual perception developed by German psychologist in the 1920s. http://www.gestalttheory.net/cms/uploads/pdf/archive/1910_1933/gestalt_theory_wertheimer.pdf
  39. Gestalt Principles Elements of Gestalt Law

  40. Gestalt Principles (I) Law of Continuation: Elements arranged in a

    line or soft curve are perceived to be more related than those arranged randomly or in a harsh line
  41. Gestalt Principles (I) Law of Continuation: Elements arranged in a

    line or soft curve are perceived to be more related than those arranged randomly or in a harsh line
  42. Gestalt Principles (I) Law of Continuation: Elements arranged in a

    line or soft curve are perceived to be more related than those arranged randomly or in a harsh line
  43. Gestalt Principles (II) Law of Proximity: Elements arranged close to

    each other are perceived as more related than those placed further apart
  44. Gestalt Principles (II) Law of Proximity: Elements arranged close to

    each other are perceived as more related than those placed further apart
  45. Gestalt Principles (II) Law of Proximity: Elements arranged close to

    each other are perceived as more related than those placed further apart Company A Company B
  46. Gestalt Principles (III) Law of Similarity: Elements sharing similar visual

    characteristics are perceived to be more related than those not sharing similar characteristics
  47. Gestalt Principles (III) Law of Similarity: Elements sharing similar visual

    characteristics are perceived to be more related than those not sharing similar characteristics Company A Company B
  48. Gestalt Principles (III) Law of Similarity: Elements sharing similar visual

    characteristics are perceived to be more related than those not sharing similar characteristics Company A Company B
  49. Gestalt Principles (IV) Law of Common Fate: Elements placed within

    the same region or same background are perceived as grouped
  50. Gestalt Principles (IV) Law of Common Fate: Elements placed within

    the same region or same background are perceived as grouped Company A Company B
  51. Gestalt Principles (IV) Law of Common Fate: Elements placed within

    the same region or same background are perceived as grouped Company A Company B
  52. Final Touch for Data Visualization Even though company A started

    to sell four times more than B on January, at the end their performance outnumbered by three times just within a year. Company A Company B 40 125 180 60 158 Leadership Change of Company B: Sales are Skyrocketing
  53. Plot Choice Simplify by Plot Function. Type of Data Visualization

    https://www.mindbowser.com/data-visualization-how-to-use-it-to-your-advantage/ and some google image pictures Use Sankey/Sunburst/Treemap to show journey of grouped-data
  54. Plot Choice Targeted plot choice will align with the needs

    of business problem
  55. “Simplicity is the Ultimate Sophistication” - Not all of you

    know him
  56. To maximize the outcome from your problem, you should have

    to treat them as a human: Pour Emotion Summary - The First Principle Thinking - Feature Engineering Principle - Data Ink Ratio - Gestalt Principle
  57. THANK YOU

  58. Credits Books and Academic Materials • Grass, Kacper. 2019. First

    Principles Thinking for Societal Problem-Solving: A Manual to Generate Innovative Solutions to Today’s Challenges. Factory for Innovative Policy Solutions. https://doi.org/10.13140/RG.2.2.16182.24642/1 • Kahneman, Daniel. 2011. Thinking Fast and Slow. New York: Farrar, Straus and Giroux (p.280) • Lerner, J., Li, Y., Valdesolo, P., & Kassam, K. (2015). Emotion and decision making. Annual review of psychology, 66, 799-823 • Minto, Barbara. 1991. The Pyramid Principle, Logic in Writing and Thinking. Essex: Pearson Education Limited (p. 96) • Tufte, Edward R. 2001. The Visual Display of Quantitative Information. Connecticut: Graphics Press LLC Articles and Websites • ideo.org/tools • https://www.forbes.com/sites/brentdykes/2016/03/31/data-storytelling-the-essential-data-science-skill-everyone-needs/?sh=62 8b20e852ad • http://www.gestalttheory.net/cms/uploads/pdf/archive/1910_1933/gestalt_theory_wertheimer.pdf • https://medium.muz.li/gestalt-principles-in-ui-design-6b75a41e9965 • https://www.mindbowser.com/data-visualization-how-to-use-it-to-your-advantage/ • https://towardsdatascience.com/little-known-ways-to-make-your-data-visualization-awesome-890d71b6e365 • https://s3.cad.rit.edu/cadgallery_production/storage/media/uploads/faculty-s-projects/2130/documents/243/gestalt-principles- keli-dirisio.pdf • http://www2.jufejus.org.ar/www.jufejus.org.ar/images/doc/ACTIVIDADES/Estadisticas/Jornadas%20de%20Capacitacion/Materi al/JornadasX/Tufte/The%20Visual%20Display%20of%20Q%20Info.pdf