Analysts ignore the context that shapes and constrains communication at their peril. The rhetorical context in which analytics is enacted influences the communicative approach. In this chapter, two dominate elements are considered: 1) analytic complexity and 2) rhetorical context. Along this analytic-rhetorical spectrum, a four-square matrix is developed using these elements to describe distinct environments in which analytics is enacted. While each of the four positions are addressed for inclusion in this chapter, the focus is narrowed to an exposition of strategies for effectively communicating insights within the realm of decision analytics. Marked by a more basic analytic framework, decision analytics aims to support successful consumption and utilization at senior levels of organizations. Decision analytics differ from other types of analytics since they support the process of making decisions versus providing information. This chapter focuses on how analysts can use decision analytics to effectively communicate analytic results and insights to senior leaders of organizations.
Education is a frequent area of concern when attempting to improve organizational performance. In this paper, absorbing Markov chains were used to assess education levels of civil servants within Air Force Materiel Command (AFMC). The results suggest that AFMC will have 47% of its workforce with an advanced, college degree by the year 2030. Given an increasingly educated workforce within AFMC, ethical implications for management strategy were explored. Specifically, the authors examined the ethics of managing a highly-educated workforce in ways which are procedurally similar to those used for a workforce which was historically less educated. Through a thematic bifurcation, ethical solutions were presented which will either provide more autonomy for the highly-educated workforce or attempt to change the internal credentialing process so that the current management strategies are aligned to a more appropriately-educated workforce.
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