Wednesday, December 6, 2006


The whole idea that you can't manage what you don't measure is absurd. Among the faulty assumptions is the notion that anything important is precisely quantifiable. Furthermore, managing people as if they were mere multidimensional vectors of quantifiably measurable attributes is not likely to build trust and loyalty ... key components of long-term success. As Meg Ryan points out in You've Got Mail, "Whatever else anything is, it ought to start by being personal.

I stumbled across
this article at Slow Leadership which expands upon these ideas. It also makes the point, very consistent with theory of constraints, that measuring everything is not the most effective way to improve anything. This looks like an interesting site.

"Heaven save us from the audit mentality that measures everything and knows the value of nothing. And from those who no longer believe in the power of rational argument and proof to convince others to do what is in the best interests of all."

No comments: