A Quote by John D'Agata

I'm kind of fascinated by this idea that we can surround ourselves with information: we can just pile up data after data after data and arm ourselves with facts and yet still not be able to answer the questions that we have.
Go out and collect data and, instead of having the answer, just look at the data and see if the data tells you anything. When we're allowed to do this with companies, it's almost magical.
I think there's data, and then there's information that comes from data, and then there's knowledge that comes from information. And then, after knowledge, there is wisdom. I am interested in how to get from data to wisdom.
Data isn't information. ... Information, unlike data, is useful. While there's a gulf between data and information, there's a wide ocean between information and knowledge. What turns the gears in our brains isn't information, but ideas, inventions, and inspiration. Knowledge-not information-implies understanding. And beyond knowledge lies what we should be seeking: wisdom.
Any time scientists disagree, it's because we have insufficient data. Then we can agree on what kind of data to get; we get the data; and the data solves the problem. Either I'm right, or you're right, or we're both wrong. And we move on. That kind of conflict resolution does not exist in politics or religion.
There is so much information that our ability to focus on any piece of it is interrupted by other information, so that we bathe in information but hardly absorb or analyse it. Data are interrupted by other data before we've thought about the first round, and contemplating three streams of data at once may be a way to think about none of them.
With too little data, you won't be able to make any conclusions that you trust. With loads of data you will find relationships that aren't real... Big data isn't about bits, it's about talent.
I'm going to say something rather controversial. Big data, as people understand it today, is just a bigger version of small data. Fundamentally, what we're doing with data has not changed; there's just more of it.
The biggest mistake is an over-reliance on data. Managers will say if there are no data they can take no action. However, data only exist about the past. By the time data become conclusive, it is too late to take actions based on those conclusions.
Disruptive technology is a theory. It says this will happen and this is why; it's a statement of cause and effect. In our teaching we have so exalted the virtues of data-driven decision making that in many ways we condemn managers only to be able to take action after the data is clear and the game is over. In many ways a good theory is more accurate than data. It allows you to see into the future more clearly.
The combination of some data and an aching desire for an answer does not ensure that a reasonable answer can be extracted from a given body of data.
One of the myths about the Internet of Things is that companies have all the data they need, but their real challenge is making sense of it. In reality, the cost of collecting some kinds of data remains too high, the quality of the data isn't always good enough, and it remains difficult to integrate multiple data sources.
A data scientist is that unique blend of skills that can both unlock the insights of data and tell a fantastic story via the data.
Data!data!data!" he cried impatiently. "I can't make bricks without clay.
Data is the new science. Big Data holds the answers. Are you asking the right questions?
Welcome to the information age. Data, data, everywhere, but no one knows a thing.
Facts and data, rather than opinion, are the two cornerstones of problem solving, and yet they are consistently withheld from the people by American media. We must have facts and data in order to recognize where there is a problem!
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