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.
- 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?
- 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.
- 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.
- 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 welcomeWould you like to see your comments posted here? rbrenogMhuqCxAnbfLvzbner@ChacigAthhhYwzZDgxshoCanyon.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.
This article in its entirety was written by a human being. No machine intelligence was involved in any way.
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:
- Taming the Time Card
- Filling out time cards may seem maddeningly trivial, but the data they collect can be critically important
to project managers. Why is it so important? And what does an effective, yet minimally intrusive time
reporting system look like?
- Communication Refactoring in Organizations
- Inadequate communication between units of large organizations is one factor that maintains the dysfunction
of "silo" structures in large organizations, limiting their ability to act coherently. Communication
refactoring can help large organizations to see themselves as wholes.
- Unnecessary Boring Work: I
- Work can be boring. Some of us must endure the occasional boring task, but for many, everything about
work is boring. It doesn't have to be this way.
- Down in the Weeds: II
- To be "down in the weeds," in one of its senses, is to be lost in discussion at a level of
detail inappropriate to the current situation. Here's Part II of our exploration of methods for dealing
with this frustrating pattern so common in group discussions.
- Meets Expectations
- Many performance management systems include ratings such as "meets expectations," "exceeds
expectations," and "needs improvement." Many find the "meets" rating demoralizing.
See also Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
- Coming December 13: Contrary Indicators of Psychological Safety: I
- To take the risks that learning and practicing new ways require, we all need a sense that trial-and-error approaches are safe. Organizations seeking to improve processes would do well to begin by assessing their level of psychological safety. Available here and by RSS on December 13.
- And on December 20: Contrary Indicators of Psychological Safety: II
- When we begin using new tools or processes, we make mistakes. Practice is the cure, but practice can be scary if the grace period for early mistakes is too short. For teams adopting new methods, psychological safety is a fundamental component of success. Available here and by RSS on December 20.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenogMhuqCxAnbfLvzbner@ChacigAthhhYwzZDgxshoCanyon.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