TL;DR: Numbers don’t make decisions–people do. Metrics that look “good” or “bad” can be dangerously misleading when leaders ignore context, system limits, and natural variation. The Chernobyl disaster shows what happens when incomplete data, fear of speaking up, and rigid mental models override reality at the front lines. For executives, the lesson is clear: data must be paired with context, curiosity, and psychological safety. Ask what a number really means, what it can’t measure, and … Continue reading Context-Free Data Can Be Dangerous: Lessons from Chernobyl and Lean Thinking