Como nascem os monumentos à treta

Ao definir indicadores para um balanced scorecard, por vezes, as pessoas resistem a serem avaliadas por indicadores de fenómenos que não podem controlar.
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A minha resposta costuma ser: "É a vida!"
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É essa sensação que leva os Programas de Actividades na Função Pública a serem listas e mais listas de actividades, aquilo que as pessoas podem fazer, aquilo que as pessoas podem controlar e não haver nem uma referência a objectivos concretos, a metas, a resultados. Basta recordar os monumentos à treta.
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Foi desta cena que me lembrei ao ler:
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"There was a pause. They were all studying the flip chart. Someone frowned. “We ourselves cannot stop market share from declining,” he said. “Do we want to be measured on that?”
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“Strictly speaking, no,” replied Joe, “but it is the purpose behind everything we are doing. If the rate at which we’re losing share goes down, we’ll know what we’re doing is working, even if we don’t hit the target. If we don’t look at it, we might be barking up the wrong tree.”
“What about what we are measured on?” someone piped up. “We’ve all got targets. Dozens of them.”
So they had, including Joe himself. Part of his bonus was tied to the number of new products delivered.
Optimizing that would not be difficult - he could just go for the easy development projects nearest completion.
But they might not have the most impact.
“Look,” he said, “I’ll make a commitment to you. I will renegotiate the targets for this group. I’ll explain what we are doing and that the measures are just there to tell us whether we’re successful or not.
The outcome is what we’re trying to optimize.
The measures are the dashboard. We should not confuse the readings on it with what we really
want to do, which is to arrive on time at our destination."
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Trecho retirado de "How to Make the Most of Your Company’s Strategy" de Stephen Bungay e publicado no número de Janeiro de 2011 da HBR