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I work right at the empty heart of command and control in corporate performance monitoring.
Here you will find the usual nonsense about targets and benchmarking and that, but there’s also some others weirder assumptions, ones that people don’t usually talk about as they rarely are talked about even amongst performance people.
The 3 Astounding Assumptions That Performance People Have To Make To Keep The Show On The Road!
1: A thing called “over performance” can cure “under performance”
Where you will find it: When cornered as to what exactly could happen when a performance scorecard is looked at in a boardroom
What it is: A performance person might say something like:
“the scorecard can help identify areas of over performance, so resources can be moved to under performing areas”
Presumably this means when a the senior leaders of the council are sitting round the big table…
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