![Perceptual illusions resulting from reification Perceptual illusions resulting from reification](../images/reification.png)
Perceptual illusions resulting from reification. Reification also occurs in human perceptual systems. In these visual examples, we can "see" objects that aren't actually depicted in the images. In A, we see a triangle; in B, a rectangle; in C, a sphere; and in D, a plane.
The processes involved in visual reification are no doubt distinct from the reifications of performance management, but these illustrations provide powerful insight into the effects of reification when dealing with constructs. When we make reification errors, whether in perception or in logic, our experience of the world departs from its reality.
Image by Albert kok courtesy Wikimedia.
To deal with abstract concepts as if they were concrete things is to commit the reification error. [Levy 1997] For example, it's perfectly legitimate (though probably pointless) to measure an employee's average weight over the first two quarters of a fiscal year. But to believe that we can measure an employee's performance over those same two quarters is to commit the reification error.
Performance isn't a real thing — it's a construct. Since it cannot be directly measured, the results of measurements can vary with the approach of the measurer. There is little justification for preferring, in general, any particular kind of measure of any one aspect of performance.
For example, in call centers, a common performance measure is the number of calls handled. Since calls aren't concrete objects, we cannot actually measure their properties as we would measure the weight of a 100-pound sack of flour. Consequently, the effort and expertise required to handle a given call can vary significantly. When there's significant variability among calls, the mere number of calls handled is a poor measure of performance.
A useful indicator of the risk of committing the reification error is the level of abstraction of the entity in question. Here are some examples of abstract concepts relating to performance management, and ways to commit the reification error when dealing with them.
- Demonstrates high levels of motivation
- Motivation isn't a real thing. It cannot be measured directly. We can comment on specific behaviors as indicators of motivation, but since those behaviors are strongly context-dependent, such comments are usually of less value than we believe.
- Works well with others
- Since how well one works with others Since how well one works
with others isn't a real
thing, it cannot be measured
in any absolute senseisn't a real thing, it cannot be measured in any absolute sense. But in this case something even more confusing is afoot: the effectiveness of any pairing of employees is beyond the control of either one. - Recommendations are consistent with management goals
- The degree of consistency between an employee's recommendations and management goals is, of course, not a real thing. To believe that measuring it yields repeatable, meaningful results is to commit the reification error. Moreover, even when recommendations are not consistent with management goals, the elucidation of those goals is management's responsibility. How clearly those goals were enunciated, and how correct and consistent they are, can determine the alignment between those goals and any employee's recommendations.
- Demonstrates consistent, effective leadership
- This is yet another concept that is not a real, measurable thing. Moreover, as in "Works well with others," this component of performance is not under the full control of the performer, because the followers, too, have a say in the effectiveness of the leadership.
Reification is itself a construct. To measure the prevalence of reification errors in a performance management program would be to risk committing a reification error. Top
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Related articles
More articles on Personal, Team, and Organizational Effectiveness:
The Zebra Effect
- If you're feeling overwhelmed by all the items on your To-Do list, and if you start on one only to realize
that you have to tackle three more you didn't know about before you can finish that one, you could be
experiencing the Zebra Effect.
Figuring Out What to Do First
- Whether we belong to a small project team or to an executive team, we have limited resources and seemingly
unlimited problems to deal with. How do we decide which problems are important? How do we decide where
to focus our attention first?
Troublesome Terminology
- The terms we use at work to talk about practices, policies, and procedures are serviceable, for the
most part. But some of them carry connotations and hidden messages that undermine our larger purposes.
Towards More Gracious Disagreement
- We spend a sizable chunk of time correcting each other. Some believe that we win points by being right,
or lose points by being wrong, but nobody seems to know who keeps the official score. Here are some
thoughts to help you kick the habit.
Performance Mismanagement Systems: I
- Some well-intentioned performance management programs do more harm than good, possibly because of mistaken
fundamental beliefs. Specifically: the fallacy of composition, the reification error, the myth of identifiable
contributions, and the myth of omniscient supervision.
See also Personal, Team, and Organizational Effectiveness and Personal, Team, and Organizational Effectiveness for more related articles.
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