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in Luxembourg. When reporting to my co-directors, I used NRFs. I said about two-thirds' and not 67.5%; instead of quoting 53.82% a computer-generated figure of outsourcing costs, I said a little over a half'; when stating value of tenders outstanding, I said around three million euros' and their probability of being landed about seventy-five percent.' No one was interested in the fact that this last probability estimate had been computed to three decimal places; such accuracy added nothing to the understanding of the situation that about three-quarters of our tenders would result in contracts.

In business, consultancy and the training and educational environment, when leading a group of course delegates I use NRFs, giving them quantities that are readily understood. This is useful when summarising a case that delegates have to analyse. They quickly get hold of the bones of the case when they hear, two-thirds' of production capacity is idle at any time; ap-proximately 10, 20 and 30% market share in first three years'; over three-quarters' of the customers repeat purchase; cash flow is negative for first quarter of the financial year.'

There is a corollary to NRFs because there will always be members of the awkward squad who don't agree. They want statistics to the umpteenth decimal place; they won't accept rounded figures because they aren't "real"; if the computer is used to calculate predictions they maintain they should be quoted and not rounded up or down. Arguments sometimes fol-low with each side vocalising its case and often to little avail because the actual figures are not that important.

If NRF I have used is challenged, I don't argue or fight back, I capitulate immediately with a smile. "OK," I say, "with what figure would you be happy?" And whatever figure I'm given, I use.

Now this requires you to know your subject and the facts of the situation thoroughly. You must know if the NRF you have chosen is critical or not, whether the new figure you have accepted will also satisfy conditions or your original figure must be used. Sometimes, my NRF is challenged and I am given a figure that I know will not work but I still accept it. I then have the task of showing the objector how the new figure is not as useful as the NRF and so allow the proposer of the new figure to save face. Time consuming yes but makes for excellent interpersonal relationships.

There are more arguments and disputes in meetings because of disagreements over minuscule quantities, figures and measurements than almost anything else. And, these disagreements are seldom consequential; if either figure were accepted, it would not make a great deal of differ-ence to the outcome. The moral is plain: use NRFs and happy figures'.

I still get the occasional card from friends and colleagues all over the world with the words "hope you're still happy Len"

Learn more about this author, Len Rogers.
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