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The Art of Action: Leadership that Closes the Gaps between Plans, Actions and Results by Stephen Bungay

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KEEPING SCORE

Organizations like processes, but they adore metrics. The knowledge gap acts like a vacuum which sucks metrics in. Their precision creates the satisfying illusion that they lack ambiguity, and our ability to collect and collate them creates an equally seductive feeling of control. As advances in technology over the last 15 years or so have allowed the collection and dissemination of ever more measures, adoration has turned into infatuation. Infatuation leads to perversity. Metrics become an end in themselves, and get separated from what it was they were intended to measure in the first place. They become a fetish.

This danger is particularly pronounced if the metrics are not simply monitored to see whether things are on track, but ...

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