Many believe that "You get what you measure." The belief persists, in part, because of anecdotal evidence; because some experiments do appear to be consistent with the assertion; and because so many of us believe that the rest of us believe it.
Still, there are reasons to question its validity. What follows is a catalog of possible explanations for variances between the promise and the reality of metrics-based management. In this Part I, we examine three assumptions underlying the measurement process. See Part II and Part III for more.
- We assume that indirect measurements work
- Sometimes we try to measure attributes that aren't directly measurable. For instance, when we try to measure immeasurables like loyalty or initiative, we actually measure something else that we assume is highly correlated with what we're trying to measure. We usually do this using interviews or surveys.
- But too often, rigorous proof of the assumed correlation is unavailable. Sometimes, we comfort ourselves, saying, "it's so obvious," but this is risky — the history of management, psychology, and science is replete with assumptions that, though obvious, were nonetheless false.
- We assume that all attributes are measurable
- The word "measurement" evokes our experiences determining physical attributes like length, weight, or temperature. This leads us to assume that whatever we want to know can be determined by a suitable measurement, but that assumption can lead to trouble. Consider something as important as progress. Suppose a team has been working for three weeks, when, suddenly, someone realizes that their entire approach will never work. This is certainly progress — they've learned something important. But it probably won't register as progress in the organization's metrics. Most likely, it will be reported as a setback.
- Measuring non-physical We assume (wrongly)
that all organizational
attributes are measurableattributes, such as the advance of knowledge, is often possible when changes are incremental. But at times, our metrics fail, and they tend to fail precisely when we most want to know where we stand.
- We assume that objectivity implies precision
- Sometimes we use measures that are objective but imprecise. That is, we assume wrongly that multiple identical measurements would yield nearly identical results. For instance, when we measure attitudes using a survey "instrument," we assume that the results we obtain are relatively context-independent. We don't actually know that the results are independent of, say, the time of the month, or the price of the company's shares — we just assume it.
- Rarely do we test these assumptions. Indeed, we often assume that these factors do affect the results. We know this because we sometimes observe organizations gaming the measurement for favorable results, or trying to influence the results by releasing favorable news.
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 welcomeWould you like to see your comments posted here? rbrenYSYYyHZldodMywcUner@ChacQPAwqtrPwQZhYfSgoCanyon.comSend me your comments by email, or by Web form.
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.
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.
More articles on Personal, Team, and Organizational Effectiveness:
- Renewal is a time to step out of your usual routine and re-energize. We find renewal in weekends, vacations,
days off, even in a special evening or hour in the midst of our usual pattern. Renewal provides perspective.
It's a climb to the mountaintop to see if we're heading in the right direction.
- Encourage Truth Telling
- Getting to the truth can be a difficult task for managers. People sometimes withhold, spin, or slant
reports, especially when the implications are uncomfortable or threatening. A culture that supports
truth telling can be an organization's most valuable asset.
- Take Any Seat: I
- When you attend a meeting, how do you choose your seat? Whether you chair or not, where you sit helps
to determine your effectiveness and your stature during the meeting. Here are some tips for choosing
your seat strategically.
- Workplace Barn Raisings
- Until about 75 years ago, barn raising was a common custom in the rural United States. People came together
from all parts of the community to help construct one family's barn. Although the custom has largely
disappeared in rural communities, we can still benefit from the barn raising approach in problem-solving
- Ten Reasons Why You Don't Always Get What You Measure: II
- Although many believe that "You get what you measure," metrics-based management systems sometimes
produce disappointing results. In this Part II, we look at the effects of employee behavior.
Forthcoming issues of Point Lookout
- Coming August 23: Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events? Available here and by RSS on August 23.
- And on August 30: They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others. Available here and by RSS on August 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrentMJIkQInbthfJIiMner@ChacSpSJGDCqSMxRvxVBoCanyon.com or (617) 491-6289, 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, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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 words in your inbox in one hour. License any article from this Web site. More info
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here are some dates for this program:
- The Westin Virginia Beach Town Center, 4535 Commerce Street,
Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- The Westin Virginia Beach Town Center, 4535 Commerce Street, Virginia Beach, VA 23462: September 13, Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's a date for this
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.