Tag Archives: Target Setting; Management Cybernetics

If not Targets, then what?

A fellow OU alumni kindly pointed us at this article in the Guardian last Friday: Payment by results – a ‘dangerous idiocy’ that makes staff tell lies written by Toby Lowe. It’s an interesting article telling us about how targets are driving the wrong behaviours, something that is frequently debated by the Systems Thinking community. My problem is that we can all agree that it is wrong, but we can’t work out what is right (the  tell-tale signs of a wicked problem)

Pieces like this bring me round to thinking that there are two key aspects to target setting which are subtly linked:

  • What problem are the targets actually trying to solve
  • What is the cost of collecting the measures

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