At 08:57 AM 4/13/99 +0100, Winifred wrote:
>John Gunkler supported a quote from Goldratt, which I brought in earlier:
>
>>Fred Nickols takes issue with a quote from Goldratt, to wit:
>>>Tell me how you measure me, and I will tell you how I will behave.
>..snip
I would like to add what I believe is essential for measuring to be
effective or not. It is actually management's action or lack of action
that causes behavior. Goldratt seems to assume or imply there will be
management action.
Management action causes attitude about the company which in turn causes
behavior with or with out measuring. The measuring should be well thought
out and should be good for the organization. It can be the guide for
management's actions which it will be if higher levels of managers act
upon it. Other wise it is an excess cost.
We have years of history to verify this in supervisors striving to meet
standard production levels because efficiencies must be reported and met.
There is little doubt about standards causing behavior both good and bad.
The question managers need to address is what behavior is being caused.
et
Eugene Taurman
interLinx Consulting
414-242-3345
http://www/execpc.com/~ilx
If a company values anything more than its' customer, it will lose the
customer.
The irony of that, if it is profitability, market share, security, teams,
learning or philanthropy that it values more it will lose the opportunity
for these too.
--Eugene Taurman <ilx@execpc.com>
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>