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The fallacy of “what gets measured gets managed” - Ness Labs

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If there’s one quote that’s particularly popular in management circles, it’s “what gets measured gets managed”—often misattributed to famous management consultant Peter Drucker. First, Drucker never said this; second, he actually didn’t believe such a thing; third, the idea is flawed. The idea probably originated from a paper published in 1956 by V. F. Ridgway, in which he was making the case that we should be more careful when using quantitative measures: “Quantitative measures of performance are tools, and are undoubtedly useful. But research indicates that indiscriminate use and undue confidence and reliance in them result from insufficient knowledge of the full effects and consequences. Judicious use of a tool requires awareness of possible side effects and reactions. Otherwise, indiscriminate use may result in side effects and reactions outweighing the benefits (…) The cure is sometimes worse than the disease.” The title of the paper, Dysfunctional Consequences of Performance Meas

If there’s one quote that’s particularly popular in management circles, it’s “what gets measured gets managed”—often misattributed to famous management consultant Peter Drucker. First, Drucker never said this; second, he actually didn’t believe such a thing; third, the idea is flawed. A long game of telephone The idea probably originated from a paper published in 1956 by V. F. Ridgway, in which he was making the case that we should be more careful when using quantitative measures: “Quantitative measures of performance are tools, and are undoubtedly useful. But research indicates that indiscrim

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