The Reification Error and Performance Management

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    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!

Footnotes

Your comments are welcome

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.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

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.

Related articles

More articles on Personal, Team, and Organizational Effectiveness:

Indicators of Lock-In: II

When a group of decision makers "locks in" on a choice, they can persist in that course even when others have concluded that the choice is folly. Here's Part II of a set of indicators of lock-in.

The Myth of Difficult People

Many books and Web sites offer advice for dealing with difficult people. There are indeed some difficult people, but are they as numerous as these books and Web sites would have us believe? I think not.

Wacky Words of Wisdom: V

Adages, aphorisms, and "words of wisdom" are true often enough that we accept them as universal. They aren't. Here's Part V of some widely held beliefs that mislead us at work.

How to Get Out of Firefighting Mode: II

We know we're in firefighting mode when a new urgent problem disrupts our work on another urgent problem, and the new problem makes it impossible to use the solution we thought we had for some third problem we were also working on. Here's Part II of a set of suggestions for getting out of firefighting mode.

Risk Creep: I

Risk creep is a term that describes the insidious and unrecognized increase in risk that occurs despite our every effort to mitigate risk or avoid it altogether. What are the dominant sources of risk creep?

See also Personal, Team, and Organizational Effectiveness and Rhetorical Fallacies for more related articles.

Forthcoming issues of Point Lookout

Coming December 19: Embarrassment, Shame, and Guilt at Work: Creation

Three feelings are often confused with each other: embarrassment, shame, and guilt. To understand how to cope with these feelings, begin by understanding what different kinds of situations we use when we create these feelings. Available here and by RSS on December 19.

And on December 26: Embarrassment, Shame, and Guilt at Work: Coping

Coping effectively with feelings of embarrassment, shame, or guilt is the path to recovering a sense of balance that's the foundation of clear thinking. And thinking clearly at work is important if you want to avoid feeling embarrassment, shame, or guilt. Available here and by RSS on December 26.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenVbhwYoWHLKrITHmBner@ChacMTtJyjBZcwZPBoPeoCanyon.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, 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

Public seminars

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.

• A recording of a program presented 6:00 PM June 29 (Eastern Time), Monthly Webinar, Technobility Webinar Series. You can earn 1.0 Category 'A' PDU by viewing this program. View this program now.