"many businesses use standardized metrics not realizing that these metrics lead to the market averaging syndrome: the offering of one company becomes the reflection of the offering of any of its competitors. [Moi ici: Recordar Youngme Moon em "Now, something completely different... para nos deixar a pensar"] It is a result of the fact that the standardized targets become the entrained pattern of behaviours based on the unchanging set of expectations. In other words, people at the organization stop questioning things and keep on doing the same over and over again.
Sure, standardized metrics gives the managers the perception of control of what happens at the company. It gives them the tools to provide extrinsic award and punishment system. It leads to finding the shortest and easiest way to improve the bottom-line. It provokes the thinking: — what can I do to get me the best result? — rather that thinking — what can we do to built the best value?" [Moi ici: Exactamente! Por isso, na biologia temos a mistura de genes para variar sempre alguma coisa entre gerações]
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[Moi ici: O que se segue é muito bom!] Let me be very clear here: measurement of itself is not a wrong thing. My rant is not about having a measurement in the first place but about making it a goal or a target. It is about discarding the Goodhart’s Law:
“When a measure becomes a target, it ceases to be a good measure.”
It might be even appropriate to paraphrase that law and, following Marylin Strathern, say that: — “When a measure becomes a target, it ceases to be a measure at all.” [Moi ici: Como não pensar logo em jogadas ao estilo das cativações...]
The metrics should be set up not to command and control people but to inspire and focus them."
Trechos retirados de "The traps of standardized measures"
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