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Generally I think the problem isn't in goals and measures, but in poor goals and measures. Deming said "The aim defines the system". So if you focus on short

• bunderbunder 8y ago
  That, in turn, tends to have a lot to do with the incentive structures of the person coming up with the metrics. If you've got someone who's been tasked with improving large-scale system outcomes, and they're developing metrics that are meant to be a means to that end, then you might expect them to come up with a well-crafted set of metrics. Of course, you can only expect them to implement those metrics to the extent that they're able to alter the system in a way that allows for collecting them. The best plan in the world isn't worth much if nobody has the power to execute on it. If, on the other hand, they're being designed by someone whose task was, "We need to be more data-driven; come up with some metrics and give me a dashboard," they're going to do exactly that. No more, no less.
• a1369209993 8y ago
  > the problem isn't in goals and measures, but in poor goals and measures. Part of the problem is that, in some[0] cases, all measures are poor. 0: probably many, but it depends on how you count[1] 1: which, for that matter, goes right back to the original problem