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arsTechnica: We Keep Making The Same Mistakes With Spreadsheets, Despite Bad Consequences

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arsTechnica: We Keep Making The Same Mistakes With Spreadsheets, Despite Bad Consequences

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Spreadsheet blunders aren't just frustrating personal inconveniences. They can have serious consequences. And in the last few years alone, there have been a myriad of spreadsheet horror stories.

In August 2023, the Police Service of Northern Ireland apologized for a data leak of "monumental proportions" when a spreadsheet that contained statistics on the number of officers it had and their rank was shared online in response to a freedom of information request.

There was a second overlooked tab on the spreadsheet that contained the personal details of 10,000 serving police officers.

A series of spreadsheet errors disrupted the recruitment of trainee anesthetists in Wales in late 2021. The Anaesthetic National Recruitment Office (ANRO), the body responsible for their selection and recruitment, told all the candidates for positions in Wales they were "unappointable", despite some of them achieving the highest interview scores.

The blame fell on the process of consolidating interview data. Spreadsheets from different areas lacked standardization in formatting, naming conventions, and overall structure. To make matters worse, data was manually copied and pasted between various spreadsheets, a time-consuming and error-prone process.

ANRO only discovered the blunder when rejected applicants questioned their dismissal letters. The fact that not a single candidate seemed acceptable for Welsh positions should have been a red flag. No testing or validation was apparently applied to the crucial spreadsheet, a simple step that could have prevented this critical error.

In 2021, Crypto.com, an online provider of cryptocurrency, accidentally transferred $10.5 million (£8.3 million) instead of $100 into the account of an Australian customer due to an incorrect number being entered on a spreadsheet.

The clerk who processed the refund for the Australian customer had wrongly entered her bank account number in the refund field in a spreadsheet. It was seven months before the mistake was spotted. The recipient attempted to flee to Malaysia but was stopped at an Australian airport carrying a large amount of cash.

In 2022, Íslandsbanki, a state-owned Icelandic bank, sold a portion of shares that were badly undervalued due to a spreadsheet error. When consolidating assets from different spreadsheets, the spreadsheet data was not "cleaned" and formatted properly. The bank's shares were subsequently undervalued by as much as £16 million.

The dark matter of corporate IT

The above is just a fraction of the spreadsheet errors that are regularly made by various organizations.

Spreadsheets represent unknown risks in the form of errors, privacy violations, trade secrets, and compliance violations. Yet they are also critical for the way many organizations make their decisions. For this reason, they have been described by experts as the "dark matter" of corporate IT.

Industry studies show that 90 percent of spreadsheets containing more than 150 rows have at least one major mistake.

This is understandable because spreadsheet errors are easy to make but difficult to spot. My own research has shown that inspecting the spreadsheet's code is the most effective way of debugging them, but this approach still only catches between 60 and 80 percent of all errors.

Spreadsheets' appeal doesn't just exist in the financial world. They are indispensable in engineering, data science, and even in sending robots to Mars. The key to their success is their flexibility.

Spreadsheet software is constantly evolving, with more features becoming available that increase their appeal. For instance, you can now automate many tasks in Excel (the most popular spreadsheet software) using Python scripting.

But given all of the aforementioned problems, isn't it time for Excel and other spreadsheet software to be sidelined in favor of something more reliable?

Human error

The underlying cause of these spreadsheet problems is not the software but human error.

The issue is that most users don't see the need to plan or test their work. Most users describe their first step in creating a new spreadsheet as merely jumping straight in and entering numbers or code directly.

Many of us don't consider spreadsheets to warrant serious consideration. This means we become complacent and assume there is no need to test, validate, or verify our work.

Research on "cognitive load," the amount of mental effort required for a task, shows that building complex spreadsheets demands as much concentration as a GP making a diagnosis. This intense mental strain makes mistakes more likely. But GPs study their profession for many years before becoming qualified, while most spreadsheet users are self-taught.

To break the cycle of repeated spreadsheet errors, there are several things organisations can do. First, introducing standardization would help to minimize confusion and mistakes. For example, this would mean consistent formatting, naming conventions, and data structures across spreadsheets.

Second, improving training is crucial. Equipping users with the knowledge and skills to build robust and accurate spreadsheets could help them identify and avoid pitfalls.

Finally, fostering a culture of critical thinking toward spreadsheets is vital. This would mean encouraging users to continually question calculations, validate their data sources, and double-check their work.
Simon Thorne is Senior Lecturer in Computing and ​Information Systems at Cardiff Metropolitan University This article is republished from The Conversation under a Creative Commons license. Read the original article.

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We keep making the same mistakes with spreadsheets, despite bad consequences

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Errors with spreadsheets are not only frustrating but can have serious consequences.

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8 Tips To Accomplish More With Less In 2023

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Doing more with less is the way to stop this vicious circle of self-pressure. Whether it’s maximizing productivity by working fewer hours or finding ways to spend more time doing what you love, finding ways to get more out of what we have can be a valuable skill.

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How to Be More Productive (Published 2022)

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Evidence-based strategies to bring out your best working self.

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HBR: Managers: Stop Distracting Your Employees

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HBR: Managers: Stop Distracting Your Employees

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Managers, Stop Distracting Your Employees

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The rise of remote work has made corporate leaders paranoid, thinking they must monitor their employees’ every digital move in order to maintain productivity. But while people often zero in on Facebook, TikTok, or Netflix as potential sources of employee distraction, in truth, we’re often more distr…

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FastCompany: We lose 50% of our time together from distraction. These neuroscience-backed practices will help you reclaim it

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FastCompany: We lose 50% of our time together from distraction. These neuroscience-backed practices will help you reclaim it

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Want to Be a Better Leader? Stop Thinking About Work After Hours.

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HBR: Want to Be a Better Leader? Stop Thinking About Work After Hours.

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HBR: Want to Be a Better Leader? Stop Thinking About Work After Hours.

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It's not uncommon for managers to continue thinking about their job, even after the official workday is over. This may involve ruminating about an issue with an employee, trying to think of a solution to a client problem, or creating a mental to-do list for the next day. But new research shows that this tendency may not be beneficial, particularly for people new to a leadership role. In fact, constant rumination leads managers to be more depleted and less able to show up as leaders - something even their employees can pick up on.

Are you a manager who often finds yourself thinking about work late into the night? Do you tend to continue to stress over work-related problems, or do you switch off your mind and relax in the evening?

Accelerate your career with Harvard ManageMentor®. HBR Learning's online leadership training helps you hone your skills with courses like Leading People. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.

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Want to Be a Better Leader? Stop Thinking About Work After Hours.

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It's not uncommon for managers to continue thinking about their job, even after the official workday is over. This may involve ruminating about an issue with an employee, trying to think of a solution to a client problem, or creating a mental to-do list for the next day.

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Sign up below for my free emotional intelligence course, where each day for 7 days you'll get a new rule designed to help you make emotions work for you, instead of against you-complete with a worksheet and series of steps to help you put each rule into practice.
NOTE: By signing up for the free course, you agree to receive emails that offer strategies for building and practicing emotional intelligence, in addition to emails to market online courses and other products offered by EQ Applied. You may unsubscribe at any time.

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Sign up below for my free emotional intelligence course, where each day for 7 days you'll get a new rule designed to help you make emotions work for you, instead of against you-complete with a worksheet and series of steps to help you put each rule into practice.

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Inc: Emotionally Intelligent People Use a Brilliant 6-Word Phrase to Stop Passive-Aggressive Behavior & Strengthen Their Relationships

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Inc: Emotionally Intelligent People Use a Brilliant 6-Word Phrase to Stop Passive-Aggressive Behavior & Strengthen Their Relationships

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John Ferriola is the former CEO of Nucor, America's preeminent steelmaker. At Nucor, operating crews take responsibility for business development, capital planning, product innovation, process improvement, and cross-plant coordination. Every worker is trained in the economics of steel, and generous bonuses reward teams for boosting capital efficiency. Overhead is a fraction of the industry, while productivity and profitability are far higher. In this episode of the New Human Movement, former CEO John Ferriola unpacks the key ingredients of Nucor's unique management approach and shares some practical lessons for leaders aiming to ignite ingenuity at scale.

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Great jobs. Resilient organizations. Zero bureaucracy.

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FastCompany: Your Ultimate Guide to Making, Keeping, or Re-imagining your New Year’s Resolutions

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FastCompany: Your Ultimate Guide to Making, Keeping, or Re-imagining your New Year’s Resolutions

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HBR: Our Favorite Management Tips of 2023

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HBR: Our Favorite Management Tips of 2023

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Our Management Tip of the Day newsletter continues to be one of HBR’s most popular newsletters. In this article, we list 10 of our favorites from 2023 — covering topics like how to get your mojo back if you’re feeling disengaged at work, questions to ask your boss in your next check-in, talking to your team about using AI, giving hard feedback, speaking with confidence when you’re put on the spot — and more.

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HBR: How to Tell an Employee They're Not Ready for a Promotion

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HBR: How to Tell an Employee They're Not Ready for a Promotion

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How to Tell an Employee They’re Not Ready for a Promotion

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Discussing a promotion with an employee when you’re not ready to give them one is a delicate balancing act, but it’s also a golden opportunity. It’s a chance to turn a potentially negative situation into a constructive, forward-looking dialogue. By approaching the conversation with empathy, support, and a focus on the future, you set the stage for a collaborative relationship with your employee. The author offers strategies for approaching the conversation and planning for the future.

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Forbes: 5 Ways to Stay Mentally Strong When You're Dealing With a Toxic Coworker

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Forbes: 5 Ways to Stay Mentally Strong When You're Dealing With a Toxic Coworker

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No matter where you work, you're bound to come across a difficult coworker. And if you're not careful, one individual could ruin your entire work experience-and perhaps even damage your career.

It might be the teammate who takes credit for your work. Or, maybe your colleague's negativity drags everyone down.

Toxic coworkers can drain you of the mental strength you need to do your best-if you let them. Here are five strategies for staying strong even when you work with the most difficult people:
1. Resist the temptation to complain.
It can be tempting to turn to another coworker and say, "Can you believe he said that at the meeting?" But venting to other people-and trying to get them to confirm your beliefs-isn't healthy.

Whether you send emails to your other coworkers to complain about the toxic individual, or you vent to your partner when you get home, complaining keeps you stuck in a negative state.

The more time and energy you spend complaining, the more space you allow a toxic person to take up in your life. Commit to filling your life with positive people and productive experiences and give toxic people less air time.
2. Retain your personal power.
Saying that your coworker makes you feel bad about yourself or claiming that your boss ruined your day, implies you aren't in control.

You're in control of how you think, feel, and behave. Decide that someone else's bad behavior, poor attitude, or toxic choices won't drag you down.
3. Focus on controlling yourself, not anyone else.
It's easy to invest energy into wishing your coworker would become a team player or hoping that your colleague will change departments. But, wishful thinking wastes your valuable resources-time and mental energy.

You can't control your coworkers. You can only control how you respond to them.

So put that same energy into taking positive action. Whether you decide your best option is to confront your coworker, or you think your best choice is to put your energy into biting your tongue, use your resources wisely.
4. Have a direct conversation.
When it comes to dealing with a toxic person, you don't have to stay passive. Instead, establish boundaries that make your expectations clear. Just keep in mind, you can't change the other person's personality but you can call them out on specific behaviors.

That may mean confronting someone head-on and saying, "I understand you've been telling people that I don't know what I'm doing." Or, it may mean saying, "I was talking and you interrupted. I'm going to finish what I had to say."

You may also need to set limits by saying something like, "This sounds like gossip and I don't want to hear it." People who aren't used to having boundaries set with them-and many toxic people aren't-often get upset when someone draws a line in the sand.

But holding a direct conversation and setting firm boundaries can save you from feeling more stress in the long-term. Just be prepared for how you'll respond if the problem continues to happen.
5. Practice healthy coping skills.
Dealing with a toxic coworker can take a serious toll on you. It's important to practice healthy coping skills to help you stay strong in the midst of a stressful situation.

Take care of your mind and your body. It's impossible to stay mentally strong if you're eating a poor diet or you're not getting adequate sleep. Get plenty of exercise to help you combat the negative effects of stress.

Experiment with a variety of coping skills, like gratitude and meditation. Incorporate plenty of social and leisure activities into your life so that your world doesn't revolve around your toxic coworker.
Seek Help When Necessary
If your work environment is taking a toll on you, elevate the issue to the next level. If you're being bullied, ostracized or harassed, it's especially important to talk to your human resources department.

If your stress levels are impairing your ability to perform well or you're feeling anxious or depressed, get professional help. Talk to your physician about what you're experiencing to see if you might benefit from a referral to a therapist.

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5 Ways To Stay Mentally Strong When You're Dealing With A Toxic Coworker

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A toxic co-worker can drain your mental strength if you let them. Fortunately, these strategies can help you stay mentally strong when you're dealing with difficult people.

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FastCompany: How Game Design Works With Our Brains to Create Beauty and Meaning

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FastCompany: How Game Design Works With Our Brains to Create Beauty and Meaning

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Fortune: Here's Proof That Low-Quality Feedback is Driving Employee Retention Down

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Fortune: Here's Proof That Low-Quality Feedback is Driving Employee Retention Down

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While the U.S. economy continues to add jobs, fewer of them are corporate. In this climate, when employees leave, their roles are often not backfilled. Retaining the team you have is more important than ever-and poor feedback practices are a major driver of high employee attrition rates.

At Textio, we investigated what's driving all this attrition. Our comprehensive report involved surveying corporate employees across industries and looking at the relationship between the feedback they received in formal performance reviews and employee retention.

We clearly established that poor or insufficient feedback leads to employee attrition. Additionally, our finding shows that not all feedback is equal-and that not all employees are equal in the feedback they receive.

Employees who don't get clear feedback quit

According to this year's survey, 38% of people are either actively considering leaving their current workplace or have already ventured into interviews elsewhere.

Some 61% of respondents who plan to stay within the organization agree that they understand what their manager expects in order to give them their next promotion. Among people planning to leave their organizations, only 21% do.

While people indicated a variety of reasons for considering new roles, ranging from money to greater flexibility to relocation, several of the most common reasons cited tie directly to the feedback people get on the job. In fact, "insufficient feedback" was specifically named by 17% of respondents as the primary reason they're looking for other roles. Numerous other participants cited feedback-adjacent reasons, such as "feeling underappreciated" or "lack of growth opportunities."

Not all feedback is equally effective

The survey data shows a strong connection between the feedback an employee receives and their decision to stay or leave their organization. We also analyzed a performance review data set to see if the same patterns hold. As it turns out, people who received unactionable feedback were significantly less likely to be in the organization a year later.

To explore this, we looked at the performance reviews of a large, international enterprise organization across a variety of roles. The data set contains performance reviews for more than 13,000 employees across two annual review cycles. Because we have two years of data, we can see whether an employee in the Year 1 data set is also included in the Year 2 data set. In other words, for each employee, we can see the quality of their written performance feedback, as well as their retention or attrition outcome the following year.

People who received low-quality feedback were more likely to leave the organization than people who received more actionable feedback. What's more, this impact is causal, not just correlational: Our analysis controlled for potentially confounding factors such as numerical performance rating and employee tenure. People who received low-quality feedback were 63% more likely to leave their organizations than everyone else. This held true whether they were high, middling, or low performers.

Low-quality, unactionable feedback is particularly problematic when you consider its prevalence: 50% of the people in our data set received at least some feedback that was not actionable.

And that's not all. Shying away from giving direct feedback also causes employees to quit. Even when feedback is provided, it may be provided in conflict-avoidant and indirect ways. The practice of hedging, where the feedback provider couches their intended feedback in less direct language, is common.

The use of problematic hedging language is pervasive, with a third of people in this year's data set receiving this kind of feedback. Consider the difference between telling your report, "You'll have to finish the rough draft this week," and, "You might consider finishing the rough draft this week." When managers use hedging language to make an ask that the employee is meant to understand as a requirement, they dilute the message.

"I think" was by far the most common phrase used in hedging feedback. By introducing feedback with an "I think" statement, the manager is communicating that their point of view might just be a matter of opinion and that they might not be fully committed to it. This is problematic even in positive feedback, as the manager inadvertently communicates doubt about the praise they're giving. For example, by saying "I think you did a good job on that presentation" rather than just stating that the report did a good job.

It matters. People who get performance reviews containing "I think" hedging statements were 29% more likely to leave the company within a year than everyone else.

High-quality feedback isn't distributed equally

Feedback matters for employee retention, but not all demographic groups are equally likely to get high-quality feedback. Just as in last year's report, women of all races and people of color of all genders received lower-quality feedback, and less feedback overall, than everyone else.

For instance:

83% of men said that they understand what's required to earn their next promotion-in contrast to 71% of women, non-binary, and transgender people.

Only 54% of Asian people said they understand what's required to earn their next promotion.

Black employees get 26% more unactionable feedback than non-Black employees, despite only receiving 79% as much feedback overall.

Taken in aggregate, written feedback also reinforces problematic stereotypes. Men were twice as likely as women to be called "ambitious"-and women twice as likely to be deemed "helpful. "

Latinx people were described as "passionate" at double the rate of white people. Meanwhile, white people were twice as likely as Asian people to be described as "easy to work with."

In other words, the groups with the highest attrition rates from corporate workplaces also systematically receive the lowest-quality feedback. If you don't invest in growing your people, they leave.

These issues have persisted long enough, with such little improvement, that states and cities are now exploring promotion transparency laws that will require organizations to ensure fairness and equity throughout their employee growth and promotion process.

Good management and feedback processes will soon have the same legislative support that pay transparency has brought workers. And we already know how that is playing out- 91% of job seekers, regardless of seniority or industry, now say that including salary ranges in a job post would affect their decision to apply. It's only a matter of time before employees expect the same transparency in the promotion process.
Kieran Snyder is the CEO of Textio. Mallun Yen is the founder and CEO of the Operator Collective.
More must-read commentary published by Fortune:

The opinions expressed in Fortune.com commentary pieces are solely the views of their authors and do not necessarily reflect the opinions and beliefs of Fortune.

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We analyzed 2 years of performance reviews for 13,000 workers. Here's the proof that low-quality feedback is driving employee retention down

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Vague feedback is particularly problematic when you consider its prevalence: 50% of employees received at least some feedback that was not actionable.

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Performance Cycle Tools & Resources (People Leader Edition)

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Performance Cycle Tools & Resources (People Leader Edition)

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Performance Cycle Tools & Resources (IC Edition)

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Performance Cycle Tools & Resources (IC Edition)

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How Strangers Got My Email Address From ChatGPT’s Model

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NYTimes: How Strangers Got My Email Address From ChatGPTs Model

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NYTimes: How Strangers Got My Email Address From ChatGPTs Model

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How Strangers Got My Email Address From ChatGPT’s Model

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Researchers at Indiana University used ChatGPT’s model to extract contact information for more than 30 New York Times employees.

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Economist: How Not to Motivate Your Employees 

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Economist: How Not to Motivate Your Employees 

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H ere are some handy rules of thumb. Anyone who calls themselves a thought leader is to be avoided. A man who does not wear socks cannot be trusted. And a company that holds an employee-appreciation day does not appreciate its employees.

It is not just that the message sent by acknowledging staff for one out of 260-odd working days is a bit of a giveaway (there isn't a love-your-spouse day or a national don't-be-a-total-bastard week for the same reason). It is also that the ideas are usually so tragically unappreciative. You have worked hard all year so you get a slice of cold pizza or a rock stamped with the words "You rock"?

This approach reveals more about the beliefs of the relevant bosses than it does anything about what actually motivates people at work (the subject of this week's penultimate episode of Boss Class, our management podcast). In a book published in 1960, called "The Human Side of Enterprise", Douglas McGregor, a professor at MIT Sloan School of Management, divided managers' assumptions about workers into two categories. He called them theory X and theory Y.

McGregor, who died in 1964, was a product of his time. The vignettes in the book feature men with names like Tom and Harry. But his ideas remain useful.

Theory X managers believe that people have a natural aversion to work; their job is to try and get the slackers to put in some effort. That requires the exercise of authority and control. It relies heavily on the idea of giving and withholding rewards to motivate people. Perks and pizza fit into this picture but pay is critical to theory X; work is the price to be paid for wages.

Theory Y, the one McGregor himself subscribed to, is based on a much more optimistic view of humans. It assumes that people want to work hard and that managers do not need to be directive if employees are committed to the goals of the company. It holds that pay can be demoralising if it is too low or unfair, but that once people earn enough to take care of their basic needs, other sources of motivation matter more. In this, McGregor was a follower of Abraham Maslow, a psychologist whose hierarchy of needs moves from having enough to eat and feeling safe up to higher-order concepts like belonging, self-esteem and purpose.

Theory X is not dead. It lives on in low-wage industries where workers must follow rules to the letter and in high-wage ones where pay motivates people long after they can feed themselves. It surfaces in the fears of managers that working from home is a golden excuse for people to do nothing. It shows up in the behaviour of employees who phone in and bosses who bully and berate.

Nevertheless, theory Y is in the ascendant. You cannot move for research showing that if people think what they do matters, they work harder. A meta-analysis of such research, conducted by Cassondra Batz-Barbarich of Lake Forest College and Louis Tay of Purdue University, found that doing meaningful work is strongly correlated with levels of employee engagement, job satisfaction and commitment. Trust is increasingly seen as an important ingredient of successful firms; a recent report by the Institute for Corporate Productivity found that high-performing organisations were more likely to be marked by high levels of trust.

Firms of all kinds are asking themselves Y. Companies in prosaic industries are trying to concoct purpose statements that give people a reason to come into work that goes beyond paying the rent. The appeal of autonomy and responsibility permeates the management philosophy not just of creative firms like Netflix but also of lean manufacturers that encourage employees to solve problems on their own initiative. Some retailers have raised wages in the theory Y belief that reducing workers' financial insecurity will improve employee retention and organisational performance.

McGregor himself wrote that the purpose of his book was not to get people to choose sides but to get managers to make their assumptions explicit. On this score he is less successful. It is still possible to run financially viable firms in accordance with theory X. It is impossible to admit it.■
Read more from Bartleby, our columnist on management and work:
Also: How the Bartleby column got its name The curse of the badly run meeting (Nov 13th)
How to manage teams in a world designed for individuals (Nov 6th)
How to get the lying out of hiring (Oct 30th)

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Douglas McGregor's prescient writing on management and motivation | Business

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Talks on the importance of listening, and how to do it much better.

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Listen to this episode from The Chase Jarvis LIVE Show on Spotify. In this podcast, Marcus Buckingham takes on a journey through what makes the individual unique and why everyone should embrace their weirdness. Marcus discusses the Norse concept of "WYRD," whereby everyone is born with a unique "Spirit" or "Daemon" that defines the life we subsequently lead.

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Spotify | Secular Buddism: Dealing with People You Dislike

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Listen to this episode from Secular Buddhism on Spotify. We all deal with people or situations we dislike from time to time. In this podcast episode, I will talk about dealing with people we dislike. For me, the recognition of disliking someone is always an invitation to look inward and to learn something about myself.

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Spotify | On Purpose w/ Jay Shetty: 7 Strategies to Stop Getting Drained by Your Problems & Focus on Possibilities

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Spotify | On Purpose w/ Jay Shetty: 7 Strategies to Stop Getting Drained by Your Problems & Focus on Possibilities

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7 Strategies to Stop Getting Drained by Your Problems & Focus on Possibilities

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Listen to this episode from On Purpose with Jay Shetty on Spotify. You might have heard the buzz about positive thinking, but have you ever wondered if it truly works? People are often encouraged to visualize their goals, maintain an upbeat attitude, and affirm positive outcomes.

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HBR on Leadership: NVIDIA's CEO on Leading Through the A.I. Revolution

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HBR on Leadership: NVIDIA's CEO on Leading Through the A.I. Revolution

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With the explosive growth of generative AI, businesses are beginning to integrate artificial intelligence into all aspects of their operations, products, and services. This shift is posing a particularly difficult challenge for leaders, who must quickly learn enough about this new technology to make sound decisions for their companies, in the short- and long-term.

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NVIDIA's CEO on Leading Through the A.I. Revolution

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A conversation with Jensen Huang on how to succeed in this era of accelerated change.

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HBR: What Having a "Growth Mindset" Actually Means

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HBR: What Having a "Growth Mindset" Actually Means

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What Having a "Growth Mindset" Actually Means