The author begins by noting when the original article was written. Today, she comments, technology has advanced so far and so ubiquitously that the content is more common sense. However, despite the fact that the focus should be less on the data, the fundamental necessity for rhetorical understanding of data presentation (reports) remains the same (382). Mirel tackles the importance and nature of the "data report" derived from databases. Now, despite how dry and distant the term may be, databases can actually be very simple; even an address book may be considered a database.
Mirel defined the purpose of data reports thusly: to answer the audience's business questions with relevant data organized to that end. Ultimately, a data report allows for the transformation of raw data to useful information to decision-making power.
Despite how simple and logical that sounds, the problem was that the report writers weren't doing the transformation--the rhetorical action--and therefore were essentially burdening the report audience (e.g. managers) with the additional work of reformatting tables, finding more raw data, and so forth. The issue at hand is that report writers, the people who interface between the data technology and the people who make business decisions, don't have enough rhetorical training to make all those "facts" actually mean something. They need to understand the context, the audience, the business and organizational issues addressed, as well as the technology and data themselves (383).
Mirel discussed three issues that arose from the research of that time: rhetorical strategies are applied to data searching, retrieval, and reporting; rhetorical and technical skills are not mutually exclusive; and the data report tables must be geared towards answering business questions. Good data reports have four essentially rhetorical qualities: appropriate and relevant data, accuracy and sufficiency, effective formatting, and meaningful relationships between data and form. To further her point, Mirel conducted a qualitative interview-based study where, not surprisingly, the interviewees were all dissatisfied with a sample data report (386).
Because training in data reporting at this time was not based in rhetoric and stemmed out of the direct and functional necessity of computer training rooms instead, Mirel stresses that education must be expanded to education future writers, who must understand both ends of the data reporting process--human and technological--for the raw data to ever reach the final decision-making step of an organization. It does, however, seem like common sense now, which is a fortunate development. When I took an Access database course a little while ago, most of the exercises began in the form of a basic business question, and then the instructor gave us a few raw data tables. Getting from the database to the business question takes more skill and practice than one might think, and it seems as though current education is tackling the rhetorical side of data reporting more properly.