The Problem with Pie Charts

The popularity of pie charts is a bit of a mystery. The data visualization goals of a pie chart can easily and more effectively be shown with a bar chart or even a simple table. In the worst of cases, a whole pie chart is used to show a single number:

That's an example pulled from Google Analytics by Coda Hale. He's justifiably flabbergasted that "this piechart uses 78,050 pixels to display a single fact–that 9.94% of all visitors had previously visited the site–resulting in a spectacular data-point-to-pixel ratio of 0.0013%."

Pie charts break some of the basic rules of data visualization:

  1. Readers of pie charts will struggle to judge the relative size of the pie slices. If the goal is to clearly show your results, pie charts can do more harm than good.
  2. As noted, pie charts aren't particularly efficient in the data-to-ink/pixel ratio. They take a lot of space to present a little information.
  3. A well-designed pie chart is hard to pull off—colors need to have high contrast, labels need to be carefully placed to not overlap and be readable, too many values quickly result into a visual mess.
  4. The all too popular 3-D pie chart exacerbates all of the above.

Here's a little more color commentary from Coda and others to elucidate this problem:

In his post about Google Analytics, Coda Hale takes out some aggression on pie charts. A few of my favorite quotes:

Piecharts are defeat in circular form.

Piecharts are for middle management.

Piecharts are the information visualization equivalent of a roofing hammer to the frontal lobe.

[Piecharts] have no place in the world of grownups, and occupy the same semiotic space as short pants, a runny nose, and chocolate smeared on one’s face. They are as professional as a pair of assless chaps. Anyone who suggests their use should be instinctively slapped.

Eric G. Myers's Improving Customer Experience blog provides another take on using pie charts in "Pie Charts Must Die. Mmmmm. Pie."

To my mind, the best use of a pie chart is when you have one value that is overwhelmingly larger than the rest and you don't want the audience to focus on the actual values, but just bamboozle them with the overwhelming size of the leading segment. Of course, this seems to come close to embracing the old adage, "There are lies, damn lies and statistics."

Wikipedia's entry on pie charts even includes a warning against using:

Pie charts are rare in the scientific literature, but are more common in business and economics. One reason for this may be that it is more difficult for comparisons to be made between items in a chart when area is used instead of length. In Stevens' power law, visual area is perceived with a power of 0.7 compared to length that is 1.0. This implies that length would be a better scale to use, since differences would be linearly related. Pie charts should be used only when the sum of all categories is meaningful, for example if they represent proportions.

In research at AT&T Bell Laboratories, it was shown that comparisons using angles was less accurate than comparisons using length. This can be illustrated with the diagram below. Most subjects have difficulty ordering the slices in the pie chart, however when a bar chart was used the comparison is much clearer.

Maybe I'm being too hard on pie charts. Consider, for example, their unique ability to support a joke (via BoingBoing):

Pac man pie chart

Try pulling that off, Bar Chart!

Related links:

This work is licensed under a Creative Commons Attribution-Noncommercial-Share Alike 3.0 United States License. All source code is released under a BSD License unless otherwise specified.

17 comments | Show all comments only the last 5 are shown


January 31, 2007
links for 2007-02-01 » Ross’ PhD Blog said:

[...] The Problem with Pie Charts - Juice Analytics It gives good stats, but Google Analytics delivers a surprisingly woeful user experience. This is just one small example of why. (tags: data visualization google presentation) [...]


February 9, 2007
Dan B said:

This is the best thing I've read in a long time. Thank you for making my week.


February 13, 2007
Nathan D said:

On the other hand, the rectangular pie chart, or marimekko chart, is extremely effective (http://www.mekkographics.com/sample/sample1.html#). It's like a 100% stacked bar in two dimensions, and it can clearly convey a lot of detail. It's so superior to the circular pie chart that I'm surprised it isn't more common.

Personally, I'm frustrated that I have to pay $500 to use it!


March 18, 2007
Don’t buy the pie at Vincenze’s Pit said:

[...] Juice Analytics on the problem with pie charts get to the core of the issue, pie charts don’t do what a chart is suppose to do, that is to facilitate data visualisation data, in fact they can do the opposite. [...]


June 1, 2007
Chris Wallace said:

A point I don't think has been made is the dependence on colour (usually) to distinguish the categories. A few months ago I sat through a presentation backed by pages of piecharts, which must have looked great on a colour displa but rather missed the mark when photocopied in black-and-white.

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Consulting and Rice Krispie Treats

RKT

Sometimes consulting is like making Rice Krispy Treats.

The client says they're hungry. The consultant ducks into the kitchen, makes a lot of noise and emerges four hours later, sweat on their brow, covered in flour, with a pan of Rice Krispy Treats in hand.

Sometimes the work is easy and it's hard for the client to know exactly how much effort went into it.

I wish we could say Rice Krispie Treat consulting—trading on your client's ignorance and their hunger—wasn't sustainable. For the record, when dealing with data, many things are easy that used to be hard, and everything is getting easier.

Some things that are easy:

* Cleaning data with well recognized patterns

* Dealing with millions of records (billions can be hard)

* Repeating a process or analysis that has already been defined

* Matching datasets with unique identifiers

If your consultant isn't willing to admit that some portions of the problem are easy, then they are either being disingenuous, aren't using the right tools, or should avoid the kitchen altogether.

This work is licensed under a Creative Commons Attribution-Noncommercial-Share Alike 3.0 United States License. All source code is released under a BSD License unless otherwise specified.

5 comments


December 20, 2006
Chris Meisenzahl said:

Clever post. ;-)


December 21, 2006
Adam said:

Very true! But the Rice Krispie Treats are very tasty!


December 28, 2006
Another Gary said:

Wasn't there a TV commercial that used that idea? Also one for flavored coffee/cappuccino - the coffeemaker made milk-steaming noises in the kitchen before bringing out the instant stuff. I think consultants should make funny noises, too.


January 7, 2007
Mary said:

There is no flour in Rice Krispie treats.


July 9, 2007
derek said:

Mary, that's part of the metaphor :-) some of the sturm und drang that is thrown around during the project does not in fact play a part in the delivered product.

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Squaring the Pie Solutions Screencast

This work is licensed under a Creative Commons Attribution-Noncommercial-Share Alike 3.0 United States License. All source code is released under a BSD License unless otherwise specified.

1 comment


November 17, 2007
Brett said:

Is there a reason that the navigation to the next and previous posts etc has not been included on this page. It makes this page a bit of a dead end and having to navigate around it seems a bit clumsy. Really great site guys!!

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Solving the Pie

Last week I challenged the you to reproduce this alternative to pie charts in Excel. I promised a screencast to show how it's done.

Square Pie

Eighteen people answered the call with nearly three dozen different solutions. Click here to watch the screencast showing how to accomplish the two most popular solutions; filling cells with conditional formatting and pushing the column chart to extremes.

If you want to look at the source,Clint Ivy produced an excellent version of the cell filling approach.

square_pie_clint_ivy.xls

Dermot Balson submitted an terrific version of the column chart approach.

square_pie_dermot_balson.xls

Thank you to everyone who submitted a solution.

This work is licensed under a Creative Commons Attribution-Noncommercial-Share Alike 3.0 United States License. All source code is released under a BSD License unless otherwise specified.

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December 21, 2006
Googlizing myself | Chris Teplovs said:

[...] In that alert I found a blog post on Data Visualization Gone Wrong, which was fun to read and reminded me of the Coda Hale’s rant against Google Analytics’ pie charts. The Gone Wrong posting led me to juiceanalytics, which is also helpful. [...]


December 22, 2006
Mozlog.nl marktonderzoek weblog » Blog Archief » Square pie-chart of pie-chart? said:

[...] Als oplossing wordt de square pie-chart gegeven. De blog juiceanalytics heeft hier van een aantal Excel bestanden gepost. [...]


December 25, 2006
SPSSlog.com » Happy holidays! said:

[...] If you need something to do during your time off, try out the great online graph service Swivel, or try making the coolest SQUARE PIE-CHART graphs with SPSS! Post all your creations in our comments… [...]


August 14, 2007
Stefan Schwarzer said:

Hi there,

to make things more complicated, I would like that my square actually displays with two different colors (in addition to white or "empty"). Say, I have a value of 62 (which is for example the Percentage of students finishing a course). Then I have another value, say 38 which is the Percentage (out of the total) of students finishing with a specifc grade.

So, my square looks like this (2 for those students finishing and 1 for those with a specific grade):

0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0
0 0 0 2 2 2 2 2 2 2
0 0 0 2 2 2 2 2 2 1
0 0 2 2 1 1 1 1 1 1
0 0 2 2 1 1 1 1 1 1
0 0 2 2 1 1 1 1 1 1
0 0 2 2 1 1 1 1 1 1
0 0 2 2 1 1 1 1 1 1
0 0 2 2 1 1 1 1 1 1

But how can I visualize it in this way: http://geodata.grid.unep.ch/Picture_2.png ?


August 15, 2007
Chris Gemignani said:

Stephan, Here's a quick capsule of one way to do what you want.

Create a 10x10 block and number the blocks in the order in which you would like them to be filled. For instance:

1 2 5 . . . . . . .
3 4 6 . . . . . . .
7 8 9 . . . . . . .
. . . . . . . . . .
. . . . . . . . . .
. . . . . . . . . .
. . . . . . . . . .
. . . . . . . . . .
. . . . . . . . . .
. . . . . . . . . .

Then if you want to show blocks for two values (call them A and B), use a two level conditional format to colorize the blocks:

IF blockval <= A: make color red

IF blockval <= A+B: make color orange

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What about the (Analysis) Grunts?

Phillip Carter's article in Slate entitled What about the Grunts argues that the findings of the Iraq Study Group are fundamentally flawed because they fail "to study the war at its most critical level—that of the grunts." It is at this level that he believes the war will be won or lost. The Iraq Study Group:

needed instead to talk with soldiers, Marines, intelligence officers, and diplomats who regularly interact with Iraqis and understand the reality of this country that exists outside the blast walls of America's hermetically sealed bases.

The Iraq Study Group, the Pentagon, and the U.S. headquarters in Baghdad have all displayed an almost pathological inability to listen to and learn from their own people. Our enemies suffer from no such bureaucratic encumbrances; they learn, they adapt, and they evolve much faster than we do.

While the gravity of the situation is trivial in comparison, there is a similar debate in the world of analytics. The discussion of how and where analytics should exist in a business results in a similar divide between those that believe the answers can come from the top and those that prefer the insight of the front-lines (and of course the fence-sitters who see the value in both / don't want to mix it up).

Tom Davenport, in particular, seems enamored with the concept of creating a centralized analytics capability to rule them all. He believes that you "competes on analytics" if you "not only employ analytics in almost every function and department but also consider it so strategically important that you manage it at the enterprise level."

Meanwhile, Davenport minion Jim Novo responded to our criticism by stating:

"if a silo wants to keep an analytical “lead” in it’s own little box to do the navel-gazing, silo-focused analysis that impacts it’s own little box, then that’s OK. Just know that this analysis, while meaningful to the little box, cannot be used or trusted anywhere else in the company and so is of very little value in a macro way. But it’s safe; the silo can proceed with the $10 “micro tweaks” and have full accountability while the competition is making macro process changes worth millions using centralized analytics."

Ouch. There is hardly enough room in my little box to both do my navel-gazing and my micro-tweaking.

The alternative school of thought is that the majority of meaningful, actionable analysis takes place (or should take place) on the front-lines of the business. These are the people who understand the nuances of the situation and need to live with the results. Not unlike the grunts in Iraq.

Related links:

  • Fernanda Viegas of IBM's Visual Communication Lab is a proponent of "democratizing" visualization. Audio version of her presentation at IDEA Conference.
  • Article by Martin Ahrens discussing centralized vs. decentralized analytics and the important role of each.

This work is licensed under a Creative Commons Attribution-Noncommercial-Share Alike 3.0 United States License. All source code is released under a BSD License unless otherwise specified.

3 comments


December 12, 2006
Kevin Hillstrom said:

Great food for thought!

During the past twenty years, I have had the pleasure of working in or leading analytics teams at small, and at very large companies. I have been in roles where the analytics team is de-centralized. I currently lead a large, centralized team.

I can honestly say that there are huge benefits to de-centralization, and I also see the benefits of a centralized team. For a centralized team to work, the vast majority of the employees must implicitly trust the centralized team. The minute the centralized team begins to "take sides", or "promote a particular point of view", trust is broken, and the centralized team struggles to make contributions. The business units that no longer trust the centralized team frequently begin their own analytics function.

De-centralization has many benefits, including diversity of analytical methodologies and metrics. Diversity is more likely to flourish in a de-centralized environment.

De-centralization has drawbacks, too. Errors are more likely to occur. Methods that are not appropriate for various business problems are more likely to occur. De-centralization can be problematic when each unit uses a different data mart, with different data.

At the end of the day, either approach can work. I feel frustrated when pundits advocate one over the other, as if they have all the answers, have worked in every business culture, and know the solution to every possible business problem. Smart analytical minds know how to lead centralized teams within the culture they work in. Smart analytical minds know how to create a "coalition of the willing" in a de-centralized environment. I think the quality of the leader makes a much bigger difference than structuring the team based on a centralized structure or de-centralized structure.


December 13, 2006
Jeff O'Connor said:

Where I work, at least in the department that I directly support, analytics is seen as a technological deliverable rather than a job-related task. I suppose that means we've adopted the centralized model without actually creating a true analytics organization. On the plus side, it assures me a steady stream of work; the downside is that the overall value to the company would be greater if I were left to focus on "real" IS issues and left the charting, graphing, and pivot-tabling to my customers.

I don't mean to imply that by doing so we're somehow wasting my time or that of the other IS analysts throughout my group. What I am saying is that there's a real loss when the function of analysis is so tightly bound to a single department and its applications that it never even occurs to anyone that there might be a "bigger picture" to look at. Worse yet, the customers themselves sometimes fail to see the metrics and reports that we do generate as relevant to the *business*; instead they seem them as only being relevant to the application that generated them.

Am I alone in this, or have other people also experienced something similar?


December 13, 2006
Brian Timoney said:

Patrick Moynihan's quip the "everyone is entitled to his own opinion, but not his own facts" seems quaint these days where with the amount of subjective perspectivalism glibly offered in place of quantifiable measurement makes it seem everyone in the business world got their BA from the postmodernism-spouting English department at Duke.

And as a peddlar of interactive data visualization oriented towards middle- and upper-management, I continue to be dumb-founded by the push-back I get for suggesting that high-dollar decisions should be based on something other than the table-laden PDF or that great screen capture inserted into a Power Point slide...

That's why the Google Maps, Swivels, Zillows are so important: eventually people wake up and wonder why they can't do something similar at work.

BTW, the new rule is no references to Fernanda Viegas without accompanying photo...

Brian

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If you're going to move the world, find the longest lever

Jon Udell—technology analyst, do-gooder, digital tinkerer, and one man media company—is heading to Microsoft with a license to question the status quo. This is good news for all of us. Good luck, Jon!

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