What Measurements Work Well?

Many organizations measure attributes of populations and processes in the hope of guiding the organization towards stated goals. But some of these measurements yield misleading data, for a variety of reasons. For instance, we sometimes use surveys that require respondents to supply their subjective judgments.

An example of subjective judgment: "Rate your subordinate's ability to work with others on a scale from 1 to 5." Such attributes cannot actually be measured. If you try to measure them, by means of, say, surveys — even anonymous surveys — you actually measure the rating that people enter on the form. That rating might or might not reflect what you think you're measuring.

Some measurements do work. Here are some properties of useful measurements.

Actionable

The organization must have in mind some adjustment of operations that it would make in response to the results. If you don't use the results of the measurement, why are you measuring it at all?

Boolean, numeric, or member of a defined list

The answer to the question "What is the observed value of this metric?" must be true or false; a number; or an element of a defined list. For instance, did we complete the project on time? If we were late, how late were we?

Objective

Determining the observed value of the measurement shouldn't involve subjective judgment. For example, the number of malware incidents per month, or the number of timecard hours or hours "badged in" per employee per month.

Untraceable

The people who provide the data, or whose activities the data describes, should be confident that the data they enter cannot be traced to them personally. This enhances (but does not ensure) the honesty of submissions, especially when the submitted data conveys bad news.

Out of awareness

If you don't use the
results of the measurement,
why are you measuring
it at all?The people whose activity is being measured should be unaware that a measurement is taking place. This limits the impact of the so-called Hawthorne Effect. See "Getting Around Hawthorne," Point Lookout for October 2, 2002, for more.

Measured

The measurement process itself should be measured, to determine its quality. Measures that are helpful include traceability checks, the probability of the data actually being used, and multiple data collections to evaluate precision.

Fraud resistant

Sometimes people attempt to achieve desired measurement results by means of fraud. They conceal, misrepresent, spin, or do whatever is necessary to get the results they want or the results they believe the measurer wants. Plan enforcement actions in advance of the data collection, and establish organizational policy regarding measurement fraud.

How many of the measurements you now make meet these criteria? Most important, how many measurements do you actually use? If you eliminate those you never use, you might find resources that you can use to improve the rest.  Top    Next Issue

Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!

Your comments are welcome

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Personal, Team, and Organizational Effectiveness:

Choices for Widening Choices

Choosing is easy when you don't have much to choose from. That's one reason why groups sometimes don't recognize all the possibilities — they're happiest when choosing is easy. When we notice this happening, what can we do about it?

Selling Uphill: The Pitch

Whether you're a CEO or a project champion, you occasionally have to persuade decision makers who have some kind of power over you. What do they look for? What are the key elements of an effective pitch? What does it take to Persuade Power?

One Cost of Split Assignments

Sometimes management practices have unintended consequences. To reduce costs, we keep staff ranks thin, but that leads to split assignments for those with rare skills. Here's one way split assignments can lead to higher costs.

Hill Climbing and Its Limitations

Finding a better solution by making small adjustments to your current solution is usually a good idea. The key word is "usually."

The Artful Shirker

Most people who shirk work are fairly obvious about it, but some are so artful that the people around them don't realize what's happening. Here are a few of the more sophisticated shirking techniques.

See also Personal, Team, and Organizational Effectiveness for more related articles.

Forthcoming issues of Point Lookout

Coming April 24: Antipatterns for Time-Constrained Communication: 1

Knowing how to recognize just a few patterns that can lead to miscommunication can be helpful in reducing the incidence of problems. Here is Part 1 of a collection of communication antipatterns that arise in technical communication under time pressure. Available here and by RSS on April 24.

And on May 1: Antipatterns for Time-Constrained Communication: 2

Recognizing just a few patterns that can lead to miscommunication can reduce the incidence of problems. Here is Part 2 of a collection of antipatterns that arise in technical communication under time pressure, emphasizing those that depend on content. Available here and by RSS on May 1.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrendPtoGuFOkTSMQOzxner@ChacEgGqaylUnkmwIkkwoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info