Download PDF Measurement Madness: Recognizing and Avoiding the Pitfalls of Performance Measurement, by Dina Gray, Pietro Micheli, Andrey Pavlov
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Measurement Madness: Recognizing and Avoiding the Pitfalls of Performance Measurement, by Dina Gray, Pietro Micheli, Andrey Pavlov
Download PDF Measurement Madness: Recognizing and Avoiding the Pitfalls of Performance Measurement, by Dina Gray, Pietro Micheli, Andrey Pavlov
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A clearer, more accurate performance management strategy Over the past two decades, performance measurement has profoundly changed societies, organizations and the way we live and work. We can now access incredible quantities of data, display, review and report complex information in real time, and monitor employees and processes in detail. But have all these investments in collecting, analysing and reporting data helped companies, governments and people perform better? Measurement Madness is an engaging read, full of anecdotes so peculiar you’ll hardly believe them. Each one highlights a performance measurement initiative that went wrong, explains why and – most importantly – shows you how to avoid making the same mistake yourself.
The dangers of poorly designed performance measurement are numerous, and even the best how-to guides don’t explain how to avoid them. Measurement Madness fills in the gap, showing how to ensure you’re measuring the right things, rewarding the behaviours that deserve rewarding, and interpreting results in a way that will improve things rather than complicate them. This book will help you to recognize, correct and even avoid common performance measurement problems, including: • Measuring for the sake of measuring • Assuming that measurement is an instant fix for performance issues • Comparing sets of data that have nothing in common and hoping to learn something • Using targets and rewards to promote certain behaviours, and achieving exactly the opposite ones. Reading Measurement Madness will enable you to design a simple, effective performance measurement system, which will have the intended result of creating value in your organization.
- Sales Rank: #2783335 in Books
- Published on: 2015-01-27
- Original language: English
- Number of items: 1
- Dimensions: 9.30" h x .74" w x 6.30" l, .0 pounds
- Binding: Hardcover
- 240 pages
From the Inside Flap
It's an all-too-familiar tale: a well-meaning manager introduces a performance measurement system to motivate employees, increase accountability, and improve results. At first everything seems to be going fine, but, before long, things appear to be a little strange. Employees start to act as if only what they are measured on matters. The number and length of reports increase, but madness ensues as these reports paint a picture of improvement, while overall results start to drop. Sound familiar? If so, Measurement Madness is the book for you.
This book is not another guide on how to implement performance measurement systems; there are already countless books on the subject. However the unintended consequences and dysfunctional behaviours associated with measurement are becoming evermore widespread, as the introduction of performance measurement pervades all organizations and walks of life.
Measurement Madness is an engaging read, full of anecdotes so peculiar you'll hardly believe them. Each one highlights a performance measurement initiative that went wrong, explains why and – most importantly – shows you how to avoid making the same mistake yourself.
It turns out that performance measurement often fails for quite simple reasons. Managers might choose to measure what is easy to measure rather than what is important; or they might decide to quantify something assuming it won't affect what people do; or they may believe that measurement will give them objective data, whereas they end up triggering even more subjectivity and personal judgment. These avoidable pitfalls have been distilled and addressed in Measurement Madness, so that you may learn from others' mistakes.
The dangers of poorly designed performance measures are numerous, and even the best how-to guides don't explain how to avoid these pitfalls. Measurement Madness will help you understand whether you're measuring the right things, rewarding the behaviours that deserve rewarding, and whether you are interpreting results in a way that will improve things rather than complicate them. This book will help you to recognize, correct and even avoid common performance measurement pitfalls, including:
- Measuring for the sake of measuring
- Assuming that measurement is an instant fix for performance issues
- Comparing sets of data that have nothing in common and hoping to learn something
- Using targets and rewards to promote certain behaviours, and achieving exactly the opposite ones.
Reading Measurement Madness will enable you to confidently design a performance measurement system, after accounting for the unintended consequences that the system may engender.
From the Back Cover
Measurement Madness
"What a refreshing read – instead of another manual on how to design and deploy measurement systems, this book looks at the real issues associated with measurement and how to avoid 'measurement madness'. A must read for anyone involved in improving their organization's measurement approaches."
—Professor Andy Neely, University of Cambridge; author of The Performance Prism
"Measurement drives behaviours in mysterious ways. Human beings seem the one factor that messes up those carefully designed measurement systems. Measurement Madness makes the only sane argument: performance measurement is meant to affect people's behaviours, and functional and dysfunctional behaviours follow certain patterns. If you want your measurement system to work in practice, Gray, Micheli and Pavlov are your guides."
—Frank Buytendijk, Research VP at Gartner; author of Performance Leadership
"Performance measurement is at the very core of management. How can anyone be better if they don't know how good they are? Yet, devising a good performance measurement system requires a profound understanding of how people actually behave when they are measured. This book is very welcome, as it is both wise and practical, full of sensible advice and extremely readable."
—Professor Nigel Slack, University of Warwick; author of Operations Management
"We tend to assume that a performance measurement system is a tool to check how an organization is doing. In practice, its role is mainly to direct behaviours. This book provides excellent illustrations of how and why such behaviours can end up being very positive or absolutely perverse."
—Anna D'Alessandro, CFO at Westminster City Council
"Getting performance measures to work effectively for a business is always a challenge. This book provides great ideas for navigating that tricky path."
—Mark Baker, Head of Risk and Financial Planning, Pentland Brands
About the Author
DINA GRAY, PhD is a Strategic Business Consultant lecturing on Cranfield University's Executive Education programmes, and she is also Chair of the Regional Advisory Boards for the Innovation Group plc. advising on strategic performance implementation.
PIETRO MICHELI, PhD is Associate Professor of Organizational Performance at Warwick Business School. As a management consultant, he has worked with over 30 organizations, private and public. As a researcher, he has published widely on the subjects of performance measurement and innovation.
ANDREY PAVLOV, PhD is a Lecturer in Business Performance Management at Cranfield School of Management and Director of the Executive MSc in Managing Organisational Performance at Cranfield. He is a regular speaker at conferences around the world, and his work has been published in numerous industry and academic journals.
Most helpful customer reviews
1 of 1 people found the following review helpful.
Performance measures and targets can lead to “gaming” and, sometimes, duplicitous dealings
By Susman
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Performance Measurement is not a new idea, but rather an old concept of new importance today. Performance management; in essence, includes actions/protocols, which ensure that goals are constantly being met in an effective and competent manner; well that is the idea anyway. The measurement of Performance Management can centre on the performance of an organization, a department, employee, or even the progressions to build a product or service
However, Performance measures and targets can lead to “gaming” and, sometimes, duplicitous dealings and just become both an ineffective tool, as well harm the institution that has implemented it. This book Measurement Madness; seeks to approach Performance Management, and help Human Resource practitioners side step the unintended negative impacts of Key Performance Indicators. This is a book that uses real life examples of measurements indicators in action that have gone wrong; this is a book that breaks down how each particular activity could have been anticipated, and validates what HR managers need to ponder when developing methods and performance measurement systems.
The narrative is a “relaxed” read and not overtly technical in its approach, its examples are straightforward and the explanations of the main conceptions and topics undertaken are easy to digest. A book that is helpful to both the HR practitioner as well as those who interested in the subject, without prior knowledge of the subject at hand.
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0 of 0 people found the following review helpful.
Think first, then measure, then analyse, then assign meaning
By Dr. Peter Davies
This is an excellent new book. The problem in the modern world is not the presence of data. The problem is that data has proliferated and we don't know what questions to ask of it. So instead we see management by what seems like spreadsheet tyranny.
I do in my darker moments wonder if the excel spreadsheet programme was not the most evil piece of technology ever invented. It allows all sorts of people to analyse data, produce reports and then be surprised when no one agrees if their "measurements" actually measure anything. We get the phenomenon of "garbage in garbage out." We can joke about it, but this absurdity leads to some poor decisions, and some poor evaluations. If you are on the receiving end of such mis-measurement and misinterpretation it's not fun. Spreadsheets have their uses, but as with all tools and statistical manipulation the decision about what the primary measurement should be and the accuracy of the primary measurement is prior to any analysis of the data. The excel spreadsheet seems to allow people to run away with analyses, before they even think what their primary unit of activity is.
This book is a plea to plan first, then measure, then interpret. It's a plea for us to decide what we want to measure, how we measure it and how we will deal with the data we gather and analyse. It's a plea to get things back into order in the big data age. The problem is not data handling. The problem is in the hard choices about what we measure, what we don't measure, and how we acknowledge the accuracy and inaccuracy of our measurements, and hence the potential weaknesses of our results and analyses. It's a plea to get our thinking more scientific and sequential.
If the recommendations in this book are taken on board we'll see more planning, more measurement, and less pretty graphs generated in a void of confusion and mis-measurement. It's a stand for sanity in a world that is often toxic to thought.
0 of 0 people found the following review helpful.
Recommended for those who jobs are tied to a budget or some sort of performance measure.
By T. Phan
I enjoyed reading this book as it offers many insightful comments on performance management pitfalls. I think the anecdotes were appropriate and helpful in understanding the materials. I have learned many helpful information, including incentives and how to set up a better performance management system that will help me with my post-MBA job. I recommend this book to those who have not had a lot of exposure to performance management or learn from others' mistake.
What I think would be helpful for another addition of this book is more examples of companies who are handling performance management well. Also, a summary of best practices at the end of the book would be helpful. Finally, more examples on qualitative incentives for different industries would be good.
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