Rol
First let me say thank you for responding in such a comprehensive way - it
has challenged me to think hard about what I am saying on the subject and
whether I run the risk of over generalising - I hope I am not.
In principle, I support much of what you say, my concern is that we turn
principle into practice we have to take account of human nature.
You say:
" Let's not mix up the weaknesses
of measures with the weaknesses of people. This is a weakness of people
situation. "
I think this points to the heart of the problem. Weaknesses of people lead
us to take the easy way out and focus on the measures. We then get measure
serving behaviuor and a pressure for people to deliver the measures not
necessarily the behaviours or performance goals of which the measures are
only an indicator.
I'm interested when you say
>And, we can measure people's inspiration, commitment,
>passion, and enthusiasm. Companies do this. We do this. And the
>nformation -- feedback -- is very insightful.
Could you give some examples of the kinds of measure you use - as I say
most organisations I see put in place measures that aren't really
measuring inspiration - just something numerical that approximates to it.
I am not against measures per se - I just believe we need to go beyond
financial measures and the balanced scorecard towards a much broader
measurement of contribution against the needs of variuos stakeholders. I
also believe we need to move away from trying to put measures on
everyrthing and let people and relationships have a little more air.
Rohit Talwar
Director
Centre for Business Transformation
Tel 44 171 435 3570
rtalwarcbt@aol.com
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