{"product_id":"measurement-madness-isbn-9781119970705","title":"Measurement Madness","description":"\u003cp\u003e\u003cb\u003eA clearer, more accurate performance management strategy\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eOver the past two decades, performance measurement has profoundly changed societies, organizations and the way we live and work. We can now access incredible quantities of data, display, review and report complex information in real time, and monitor employees and processes in detail. But have all these investments in collecting, analysing and reporting data helped companies, governments and people perform better?\u003c\/p\u003e \u003cp\u003e\u003ci\u003eMeasurement Madness\u003c\/i\u003e is an engaging read, full of anecdotes so peculiar you'll hardly believe them. Each one highlights a performance measurement initiative that went wrong, explains why and – most importantly – shows you how to avoid making the same mistake yourself.\u003c\/p\u003e \u003cp\u003eThe dangers of poorly designed performance measurement are numerous, and even the best how-to guides don't explain how to avoid them. \u003ci\u003eMeasurement Madness\u003c\/i\u003e fills in the gap, showing how to ensure you’re measuring the right things, rewarding the behaviours that deserve rewarding, and interpreting results in a way that will improve things rather than complicate them. This book will help you to recognize, correct and even avoid common performance measurement problems, including:\u003c\/p\u003e \u003cul\u003e \u003cli\u003eMeasuring for the sake of measuring\u003c\/li\u003e \u003cli\u003eAssuming that measurement is an instant fix for performance issues\u003c\/li\u003e \u003cli\u003eComparing sets of data that have nothing in common and hoping to learn something\u003c\/li\u003e \u003cli\u003eUsing targets and rewards to promote certain behaviours, and achieving exactly the opposite ones.\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eReading \u003ci\u003eMeasurement Madness\u003c\/i\u003e will enable you to design a simple, effective performance measurement system, which will have the intended result of creating value in your organization.\u003c\/p\u003e \u003cp\u003eFrom the Authors xi\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART I INTRODUCTION 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 The Road to Insanity 3\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Performance and Measurement 13\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat is performance measurement? 14\u003c\/p\u003e \u003cp\u003eWhat is performance? 15\u003c\/p\u003e \u003cp\u003eWhat is measurement? 17\u003c\/p\u003e \u003cp\u003eGetting the number or changing the behaviour? 20\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART II PERFORMANCE MEASUREMENT 21\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Measurement for Measurement’s Sake 23\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMaking things measurable 25\u003c\/p\u003e \u003cp\u003eMeasures and more measures 27\u003c\/p\u003e \u003cp\u003eCompetitive measuring 27\u003c\/p\u003e \u003cp\u003eSticky measures 27\u003c\/p\u003e \u003cp\u003eConflicting measures 28\u003c\/p\u003e \u003cp\u003eLosing the link to performance 29\u003c\/p\u003e \u003cp\u003eExcessive reliance on measures 30\u003c\/p\u003e \u003cp\u003eFixating on measures 31\u003c\/p\u003e \u003cp\u003eGetting desensitized to numbers 33\u003c\/p\u003e \u003cp\u003eGetting lost in performance data 34\u003c\/p\u003e \u003cp\u003ePaying the price 35\u003c\/p\u003e \u003cp\u003ePreventing learning and change 37\u003c\/p\u003e \u003cp\u003eLearning points 37\u003c\/p\u003e \u003cp\u003eDeciding what to measure 38\u003c\/p\u003e \u003cp\u003eDesigning a robust indicator 40\u003c\/p\u003e \u003cp\u003eManaging with measures 41\u003c\/p\u003e \u003cp\u003eAnd finally… 41\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 All I Need is the Right Measure! 43\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHow difficult can this be? 46\u003c\/p\u003e \u003cp\u003eWhat’s in a name? 46\u003c\/p\u003e \u003cp\u003eKnowing the purpose 47\u003c\/p\u003e \u003cp\u003ePoor relations 48\u003c\/p\u003e \u003cp\u003eIt’s in the formula 49\u003c\/p\u003e \u003cp\u003eFrequency 50\u003c\/p\u003e \u003cp\u003eWhere does the data come from? 51\u003c\/p\u003e \u003cp\u003eWhat will you do with the results? 53\u003c\/p\u003e \u003cp\u003eHow strong are your indicators? 54\u003c\/p\u003e \u003cp\u003eIs the indicator measuring\u003c\/p\u003e \u003cp\u003ewhat it is meant to measure? 55\u003c\/p\u003e \u003cp\u003eIs the indicator only measuring\u003c\/p\u003e \u003cp\u003ewhat it is meant to measure? 56\u003c\/p\u003e \u003cp\u003eIs the indicator definitely the right indicator? 57\u003c\/p\u003e \u003cp\u003eIs the indicator consistent regardless of\u003c\/p\u003e \u003cp\u003ewho measures and when? 58\u003c\/p\u003e \u003cp\u003eCan the data be readily communicated\u003c\/p\u003e \u003cp\u003eand easily understood? 59\u003c\/p\u003e \u003cp\u003eIs any ambiguity possible in the\u003c\/p\u003e \u003cp\u003einterpretation of the results? 60\u003c\/p\u003e \u003cp\u003eCan and will the data be acted upon? 61\u003c\/p\u003e \u003cp\u003eCan the data be analyzed soon enough\u003c\/p\u003e \u003cp\u003efor action to be taken? 62\u003c\/p\u003e \u003cp\u003eIs the cost of collecting and analyzing data justified? 63\u003c\/p\u003e \u003cp\u003eWill the measure encourage any undesirable behaviours? 64\u003c\/p\u003e \u003cp\u003eLearning points 66\u003c\/p\u003e \u003cp\u003eIt’s not just a KPI 66\u003c\/p\u003e \u003cp\u003ePass or fail 67\u003c\/p\u003e \u003cp\u003eAnd finally… 67\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Comparing Performance 69\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eApples and pears 73\u003c\/p\u003e \u003cp\u003eDifferences in data collection 73\u003c\/p\u003e \u003cp\u003eDifferent datasets 75\u003c\/p\u003e \u003cp\u003eDifferent methodologies 76\u003c\/p\u003e \u003cp\u003eInterpretation and presentation 78\u003c\/p\u003e \u003cp\u003eTimeliness 80\u003c\/p\u003e \u003cp\u003eSpecial variation 81\u003c\/p\u003e \u003cp\u003eChoice and relevance 82\u003c\/p\u003e \u003cp\u003eUsing data unintended for comparative purposes 83\u003c\/p\u003e \u003cp\u003eYes, but… 84\u003c\/p\u003e \u003cp\u003eMoving up the rankings 85\u003c\/p\u003e \u003cp\u003eUnintended consequences 89\u003c\/p\u003e \u003cp\u003eLearning points 92\u003c\/p\u003e \u003cp\u003eWhich data to collect? 93\u003c\/p\u003e \u003cp\u003eCollection mechanisms 93\u003c\/p\u003e \u003cp\u003eConsistency 94\u003c\/p\u003e \u003cp\u003eHandling ambiguity 94\u003c\/p\u003e \u003cp\u003eAnd finally… 95\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART III PERFORMANCE MANAGEMENT 97\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Target Turmoil 99\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat are performance targets? 102\u003c\/p\u003e \u003cp\u003eWhen targets go bad 104\u003c\/p\u003e \u003cp\u003eAre targets so bad? 106\u003c\/p\u003e \u003cp\u003eThe main pitfalls 107\u003c\/p\u003e \u003cp\u003eWhen targets do good 114\u003c\/p\u003e \u003cp\u003eClarity and commitment 116\u003c\/p\u003e \u003cp\u003eUnexpected benefits 118\u003c\/p\u003e \u003cp\u003eLearning points 119\u003c\/p\u003e \u003cp\u003eTypes of targets 121\u003c\/p\u003e \u003cp\u003eSetting targets 122\u003c\/p\u003e \u003cp\u003eFeedback 123\u003c\/p\u003e \u003cp\u003eTargets and incentives 124\u003c\/p\u003e \u003cp\u003eIn summary 124\u003c\/p\u003e \u003cp\u003eAnd finally… 126\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Gaming and Cheating 127\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGaming: what is it? 129\u003c\/p\u003e \u003cp\u003eGaming and cheating 133\u003c\/p\u003e \u003cp\u003eWhat drives gaming and cheating? 137\u003c\/p\u003e \u003cp\u003eThe pressure to perform 139\u003c\/p\u003e \u003cp\u003eTargets – the wrong kind and in the wrong way 141\u003c\/p\u003e \u003cp\u003eThe climate of competitiveness 142\u003c\/p\u003e \u003cp\u003eTypes of gaming 144\u003c\/p\u003e \u003cp\u003eThe number and predictability of gaming behaviours 145\u003c\/p\u003e \u003cp\u003eLearning points 149\u003c\/p\u003e \u003cp\u003eRelieving the pressure 150\u003c\/p\u003e \u003cp\u003eSetting the right kind of target 150\u003c\/p\u003e \u003cp\u003eForeseeing the future 151\u003c\/p\u003e \u003cp\u003eImproving data management systems 151\u003c\/p\u003e \u003cp\u003eChanging the culture 152\u003c\/p\u003e \u003cp\u003eAnd finally... 154\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Hoping for A Whilst Rewarding B 157\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCommon management reward follies 160\u003c\/p\u003e \u003cp\u003eHoping for teamwork whilst rewarding individual effort 160\u003c\/p\u003e \u003cp\u003eHoping for the long term whilst rewarding\u003c\/p\u003e \u003cp\u003eshort-term gain 162\u003c\/p\u003e \u003cp\u003eHoping for truth whilst rewarding lies 163\u003c\/p\u003e \u003cp\u003eHoping for contribution whilst rewarding outcomes 166\u003c\/p\u003e \u003cp\u003eHoping for budget control whilst rewarding overspend 167\u003c\/p\u003e \u003cp\u003eLearning points 169\u003c\/p\u003e \u003cp\u003eTargets, rewards and measures 169\u003c\/p\u003e \u003cp\u003eReward people later 171\u003c\/p\u003e \u003cp\u003eAvoid negative spillover 171\u003c\/p\u003e \u003cp\u003eSystems thinking 172\u003c\/p\u003e \u003cp\u003eAnd finally… 173\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Failing Rewards and Rewarding Failure 175\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTop rewards for top performers 178\u003c\/p\u003e \u003cp\u003eRewarding failure 179\u003c\/p\u003e \u003cp\u003eFailing rewards 180\u003c\/p\u003e \u003cp\u003eMeasurement, rewards and motivation 182\u003c\/p\u003e \u003cp\u003eWhen financial rewards backfire 185\u003c\/p\u003e \u003cp\u003eWhat motivates us? 188\u003c\/p\u003e \u003cp\u003eLearning points 192\u003c\/p\u003e \u003cp\u003eMotivation and long-term goals 192\u003c\/p\u003e \u003cp\u003eDifferent strokes for different folks 193\u003c\/p\u003e \u003cp\u003eThe right measures 194\u003c\/p\u003e \u003cp\u003eThe time to reward 195\u003c\/p\u003e \u003cp\u003eTeam vs. individual rewards 195\u003c\/p\u003e \u003cp\u003eAnd finally… 196\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART IV CONCLUSIONS 197\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Will Measurement Madness Ever Be Cured? 199\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAnd finally… 203\u003c\/p\u003e \u003cp\u003eReferences 205\u003c\/p\u003e \u003cp\u003eIndex 217\u003c\/p\u003e  \u003cp\u003e\u003cb\u003eDINA GRAY, PhD\u003c\/b\u003e is a Strategic Business Consultant lecturing on Cranfield University's Executive Education programmes, and she is also Chair of the Regional Advisory Boards for the Innovation Group plc. advising on strategic performance implementation. \u003c\/p\u003e\u003cp\u003e\u003cb\u003ePIETRO MICHELI, PhD\u003c\/b\u003e is Associate Professor of Organizational Performance at Warwick Business School. As a management consultant, he has worked with over 30 organizations, private and public. As a researcher, he has published widely on the subjects of performance measurement and innovation. \u003c\/p\u003e\u003cp\u003e\u003cb\u003eANDREY PAVLOV, PhD\u003c\/b\u003e is a Lecturer in Business Performance Management at Cranfield School of Management and Director of the Executive MSc in Managing Organisational Performance at Cranfield. He is a regular speaker at conferences around the world, and his work has been published in numerous industry and academic journals.   \u003c\/p\u003e\u003cp\u003eIt's an all-too-familiar tale: a well-meaning manager introduces a performance measurement system to motivate employees, increase accountability, and improve results. At first everything seems to be going fine, but, before long, things appear to be a little strange. Employees start to act as if only what they are measured on matters. The number and length of reports increase, but madness ensues as these reports paint a picture of improvement, while overall results start to drop. Sound familiar? If so, \u003ci\u003eMeasurement Madness\u003c\/i\u003e is the book for you. \u003c\/p\u003e\u003cp\u003eThis book is not another guide on how to implement performance measurement systems; there are already countless books on the subject. However the unintended consequences and dysfunctional behaviours associated with measurement are becoming evermore widespread, as the introduction of performance measurement pervades all organizations and walks of life. \u003c\/p\u003e\u003cp\u003e\u003ci\u003eMeasurement Madness\u003c\/i\u003e is an engaging read, full of anecdotes so peculiar you'll hardly believe them. Each one highlights a performance measurement initiative that went wrong, explains why and – most importantly – shows you how to avoid making the same mistake yourself. \u003c\/p\u003e\u003cp\u003eIt turns out that performance measurement often fails for quite simple reasons. Managers might choose to measure what is easy to measure rather than what is important; or they might decide to quantify something assuming it won't affect what people do; or they may believe that measurement will give them objective data, whereas they end up triggering even more subjectivity and personal judgment. These avoidable pitfalls have been distilled and addressed in \u003ci\u003eMeasurement Madness\u003c\/i\u003e, so that you may learn from others' mistakes. \u003c\/p\u003e\u003cp\u003eThe dangers of poorly designed performance measures are numerous, and even the best how-to guides don't explain how to avoid these pitfalls. \u003ci\u003eMeasurement Madness\u003c\/i\u003e will help you understand whether you're measuring the right things, rewarding the behaviours that deserve rewarding, and whether you are interpreting results in a way that will improve things rather than complicate them. This book will help you to recognize, correct and even avoid common performance measurement pitfalls, including: \u003c\/p\u003e\u003cul\u003e \u003cb\u003e\u003cli\u003eMeasuring for the sake of measuring\u003c\/li\u003e\u003c\/b\u003e \u003cb\u003e\u003cli\u003eAssuming that measurement is an instant fix for performance issues\u003c\/li\u003e\u003c\/b\u003e \u003cb\u003e\u003cli\u003eComparing sets of data that have nothing in common and hoping to learn something\u003c\/li\u003e\u003c\/b\u003e \u003cb\u003e\u003cli\u003eUsing targets and rewards to promote certain behaviours, and achieving exactly the opposite ones.\u003c\/li\u003e\u003c\/b\u003e \u003c\/ul\u003e \u003cp\u003eReading\u003ci\u003e Measurement Madness\u003c\/i\u003e will enable you to confidently design a performance measurement system, after accounting for the unintended consequences that the system may engender.\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989593178341,"sku":"NP9781119970705","price":50.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781119970705.jpg?v=1761784731","url":"https:\/\/k12savings.com\/products\/measurement-madness-isbn-9781119970705","provider":"K12savings","version":"1.0","type":"link"}