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**## WeekFourDiscussion2InstructionsHM.docx**
**Week Four Discussion 2**
**_Article: Muller, J. (2018, January 12). Cure for Our Fixation on Metrics. The Wall Street Journal._** [**_https://www.proquest.com/docview/1986682069/fulltext/18B071511A024AB3PQ/2?accountid=25320_**](https://www.proquest.com/docview/1986682069/fulltext/18B071511A024AB3PQ/2?accountid=25320)
**_Summary: Measuring results is all the rage in organizations, but it is often wrongheaded and counterproductive._**
**_Questions:_**
1.
**_What is 'metric fixation' as described in the article? Why can this be a bad thing?_**
2.
**_Which of the suggestions from the article for defining performance metrics is your favorite? Why?_**
**## ProQuestDocuments-2026-07-17.pdf**
A Cure for Our Fixation on Metrics; Measuring results is
all the rage in organizations, but it is often
wrongheaded and counterproductive
Muller, Jerry Z . Muller, Jerry Z.
ProQuest document link
FULL TEXT
In recent decades, what I call "metric fixation" has engulfed an ever-widening range of institutions: businesses,
government, health care, K-12 education, colleges and universities, and nonprofit organizations. It comes with its own
vocabulary and master terms. It affects the way that people talk and think about the world and how they act in it. And it is
often profoundly wrongheaded and counterproductive.
Metric fixation consists of a set of interconnected beliefs. The first is that it is possible and desirable to replace judgment
with numerical indicators of comparative performance based on standardized data. The second is that making such metrics
public (transparency) assures that institutions are actually carrying out their purposes (accountability). Finally, there is the
belief that people are best motivated by attaching rewards and penalties to their measured performance, rewards that are
either monetary (pay for performance) or reputational (rankings).
But not everything that is important is measurable, and much that is measurable is unimportant. Most organizations have
multiple purposes, and that which is measured and rewarded tends to become the focus of attention, at the expense of
other essential goals. Similarly, many jobs have multiple facets, and measuring only a few of them creates incentives to
neglect the rest. Almost inevitably, people become adept at manipulating performance indicators. They fudge the data.
They deal only with cases that will improve performance indicators. In extreme cases, they fabricate the evidence.
It's not that measurement is useless or intrinsically pernicious. The challenge is to specify when performance metrics are
genuinely useful–that is, how to have metrics without the malady of metric fixation.
Should you find yourself in a position to set policy, here are some questions that you should ask, and the factors that you
should keep in mind, in considering whether to use measured performance, and if so, how to use it.
What kind of information do you wish to measure? The more the object to be measured resembles inanimate matter, the
more likely it is to be measurable: that is why measurement is indispensable in the natural sciences and in engineering.
When the objects to be measured are influenced by the process of measurement, measurement becomes less reliable.
Measurement becomes much less reliable the more its object is human activity, since the objects–people–are self-
conscious and are capable of reacting to the process of being measured. The more rewards and punishments are involved,
the more people are likely to react in a way that skews the measurement's validity.
How useful is the information? The fact that some activity is measurable does not make it worth measuring. Indeed, the
ease of measuring may be inversely proportionate to the significance of what is measured. To put it another way, ask
yourself, is what you are measuring a proxy for what you really want to know? If the information is not very useful or not a
good proxy for what you're really aiming at, you're probably better off not measuring it.
Are alternative measurements available? Are there other sources of information about performance, based on the
judgment and experience of clients, patients or parents of students? In a school setting, for example, the degree to which
parents request a particular teacher for their children is probably a useful indicator that the teacher is doing something
right, whether or not the results show up on standardized tests. In the case of charities, it may be most useful to allow the
beneficiaries to judge the results.
What is the metric for? It's crucial to distinguish between data used for purposes of internal monitoring of performance by
[https://go.openathens.net/redirector/nu.edu?url=https://www.proquest.com/blogs-podcasts-websites/cure-our-fixation-on-metrics-measuring-results-is/docview/1986682069/se-2?accountid=25320](https://go.openathens.net/redirector/nu.edu?url=https://www.proquest.com/blogs-podcasts-websites/cure-our-fixation-on-metrics-measuring-results-is/docview/1986682069/se-2?accountid=25320)
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the practitioners themselves–say, teachers who want to know how much their students seem to absorbing–versus data to
be used by external parties for reward and punishment, such as government agencies. It's the difference between crime
data used to discover where the police ought to deploy more squad cars versus data used to decide whether the precinct
commander will get a promotion.
Tools of measurement are most useful for internal analysis by practitioners rather than for external evaluation by the
public, which may fail to understand their limits. Such measurement can be used to inform practitioners of their
performance relative to their peers, offering recognition to those who have excelled and offering assistance to those who
have fallen behind. To the extent that they are used to determine continuing employment and pay, they will be subject to
gaming the statistics or outright fraud.
What are the costs of getting the data? Information is never free, and often it is expensive in ways that rarely occur to those
who demand more of it. Collecting, processing and analyzing data take time, and a large part of their expense lies in the
opportunity costs of the time put into them. Every moment that you or your colleagues or employees devote to producing
metrics is time not devoted to the activities being measured. If you're a data analyst, of course, producing metrics is your
primary activity. For everyone else, it's a distraction. Even if the performance measurements are worth having, their worth
may be less than the costs of obtaining them.
Who develops the measurement? Accountability metrics are less likely to be effective when they are imposed from above,
using standardized formulas developed by those far from active engagement with the activity being measured.
Measurements are more likely to be meaningful when they are developed from the bottom up, with input from teachers,
nurses and the cop on the beat.
This means asking those with the tacit knowledge that comes from direct experience to provide suggestions about how to
develop appropriate performance standards. Try to involve a representative group of those who will have a stake in the
outcomes. In the best case, they should continue to be part of the process of evaluating the measured data. A system of
measured performance will work to the extent that the people being measured believe in its worth.
Does the measurement create perverse incentives? Insofar as individuals are agents out to maximize their own interests,
there are inevitable drawbacks to all schemes of measured reward. If doctors are remunerated based on the procedures
they perform, it creates an incentive for them to perform too many procedures that have high costs but may produce low
benefits. If doctors are paid based on the number of patients they see, they have an incentive to see as many patients as
possible and to skimp on procedures that are time-consuming but potentially useful. If they are compensated based on
successful patient outcomes, they are more likely to take the easiest cases, avoiding problematic patients.
Just because performance measures often have some negative outcomes doesn't mean that they should be abandoned.
They may still be worth using, despite their anticipatable problems. It's a matter of trade-offs, and that too is a matter of
judgment.
With measurement as with everything else, recognizing limits is often the beginning of wisdom. Not all problems are
soluble, and even fewer are soluble by metrics. It's not true, as too many people now believe, that everything can be
improved by measurement, or that everything that can be measured can be improved.
Dr. Muller is a professor of history at the Catholic University of America in Washington, D.C. This essay is adapted from his
new book, "The Tyranny of Metrics," published by Princeton University Press.
More from Review
\* How to Succeed in Business? Do Less
\* If Dinosaurs Were Physicists: Thoughts About History and Time
\* Good Grieg! I've Gotten Addicted to Norway
Credit: By Jerry Z. Muller
DETAILS
Business indexing term: Subject: Business metrics
LINKS
Linking Service
ERIC Subject: Accountability; Beliefs; Patients; Standardized Tests; Elementary Secondary Education;
Physicians; Evaluative Thinking
Subject: Teachers; Accountability; Business metrics
Publication title: Wall Street Journal (Online); New York, N.Y.
Pages: n/a
Publication year: 2018
Publication date: Jan 12, 2018
Section: Life
Publisher: Dow Jones & Company Inc.
Place of publication: New York, N.Y.
Country of publication: United States
Publication subject: Business And Economics
e-ISSN: 25749579
Source type: Blog, Podcast, or Website
Language of publication: English
Document type: News
ProQuest document ID: 1986682069
Document URL: https://go.openathens.net/redirector/nu.edu?url=https://www.proquest.com/blogs-
podcasts-websites/cure-our-fixation-on-metrics-measuring-results-
is/docview/1986682069/se-2?accountid=25320
Copyright: (c) 2018 Dow Jones & Company, Inc. Reproduced with permission of copyright ow ner.
Further reproduction or distribution is prohibited without permission.
Full text availability: This publication may be subject to restrictions within certain markets, including
corporations, non-profits, government institutions, and public libraries. In those cases
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– A Cure for Our Fixation on Metrics; Measuring results is all the rage in organizations, but it is often wrongheaded and counterproductive
**## ProQuestDocuments-2026-07-17.pdf**
A Cure for Our Fixation on Metrics; Measuring results is
all the rage in organizations, but it is often
wrongheaded and counterproductive
Muller, Jerry Z . Muller, Jerry Z.
ProQuest document link
FULL TEXT
In recent decades, what I call "metric fixation" has engulfed an ever-widening range of institutions: businesses,
government, health care, K-12 education, colleges and universities, and nonprofit organizations. It comes with its own
vocabulary and master terms. It affects the way that people talk and think about the world and how they act in it. And it is
often profoundly wrongheaded and counterproductive.
Metric fixation consists of a set of interconnected beliefs. The first is that it is possible and desirable to replace judgment
with numerical indicators of comparative performance based on standardized data. The second is that making such metrics
public (transparency) assures that institutions are actually carrying out their purposes (accountability). Finally, there is the
belief that people are best motivated by attaching rewards and penalties to their measured performance, rewards that are
either monetary (pay for performance) or reputational (rankings).
But not everything that is important is measurable, and much that is measurable is unimportant. Most organizations have
multiple purposes, and that which is measured and rewarded tends to become the focus of attention, at the expense of
other essential goals. Similarly, many jobs have multiple facets, and measuring only a few of them creates incentives to
neglect the rest. Almost inevitably, people become adept at manipulating performance indicators. They fudge the data.
They deal only with cases that will improve performance indicators. In extreme cases, they fabricate the evidence.
It's not that measurement is useless or intrinsically pernicious. The challenge is to specify when performance metrics are
genuinely useful–that is, how to have metrics without the malady of metric fixation.
Should you find yourself in a position to set policy, here are some questions that you should ask, and the factors that you
should keep in mind, in considering whether to use measured performance, and if so, how to use it.
What kind of information do you wish to measure? The more the object to be measured resembles inanimate matter, the
more likely it is to be measurable: that is why measurement is indispensable in the natural sciences and in engineering.
When the objects to be measured are influenced by the process of measurement, measurement becomes less reliable.
Measurement becomes much less reliable the more its object is human activity, since the objects–people–are self-
conscious and are capable of reacting to the process of being measured. The more rewards and punishments are involved,
the more people are likely to react in a way that skews the measurement's validity.
How useful is the information? The fact that some activity is measurable does not make it worth measuring. Indeed, the
ease of measuring may be inversely proportionate to the significance of what is measured. To put it another way, ask
yourself, is what you are measuring a proxy for what you really want to know? If the information is not very useful or not a
good proxy for what you're really aiming at, you're probably better off not measuring it.
Are alternative measurements available? Are there other sources of information about performance, based on the
judgment and experience of clients, patients or parents of students? In a school setting, for example, the degree to which
parents request a particular teacher for their children is probably a useful indicator that the teacher is doing something
right, whether or not the results show up on standardized tests. In the case of charities, it may be most useful to allow the
beneficiaries to judge the results.
What is the metric for? It's crucial to distinguish between data used for purposes of internal monitoring of performance by
[https://go.openathens.net/redirector/nu.edu?url=https://www.proquest.com/blogs-podcasts-websites/cure-our-fixation-on-metrics-measuring-results-is/docview/1986682069/se-2?accountid=25320](https://go.openathens.net/redirector/nu.edu?url=https://www.proquest.com/blogs-podcasts-websites/cure-our-fixation-on-metrics-measuring-results-is/docview/1986682069/se-2?accountid=25320)
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the practitioners themselves–say, teachers who want to know how much their students seem to absorbing–versus data to
be used by external parties for reward and punishment, such as government agencies. It's the difference between crime
data used to discover where the police ought to deploy more squad cars versus data used to decide whether the precinct
commander will get a promotion.
Tools of measurement are most useful for internal analysis by practitioners rather than for external evaluation by the
public, which may fail to understand their limits. Such measurement can be used to inform practitioners of their
performance relative to their peers, offering recognition to those who have excelled and offering assistance to those who
have fallen behind. To the extent that they are used to determine continuing employment and pay, they will be subject to
gaming the statistics or outright fraud.
What are the costs of getting the data? Information is never free, and often it is expensive in ways that rarely occur to those
who demand more of it. Collecting, processing and analyzing data take time, and a large part of their expense lies in the
opportunity costs of the time put into them. Every moment that you or your colleagues or employees devote to producing
metrics is time not devoted to the activities being measured. If you're a data analyst, of course, producing metrics is your
primary activity. For everyone else, it's a distraction. Even if the performance measurements are worth having, their worth
may be less than the costs of obtaining them.
Who develops the measurement? Accountability metrics are less likely to be effective when they are imposed from above,
using standardized formulas developed by those far from active engagement with the activity being measured.
Measurements are more likely to be meaningful when they are developed from the bottom up, with input from teachers,
nurses and the cop on the beat.
This means asking those with the tacit knowledge that comes from direct experience to provide suggestions about how to
develop appropriate performance standards. Try to involve a representative group of those who will have a stake in the
outcomes. In the best case, they should continue to be part of the process of evaluating the measured data. A system of
measured performance will work to the extent that the people being measured believe in its worth.
Does the measurement create perverse incentives? Insofar as individuals are agents out to maximize their own interests,
there are inevitable drawbacks to all schemes of measured reward. If doctors are remunerated based on the procedures
they perform, it creates an incentive for them to perform too many procedures that have high costs but may produce low
benefits. If doctors are paid based on the number of patients they see, they have an incentive to see as many patients as
possible and to skimp on procedures that are time-consuming but potentially useful. If they are compensated based on
successful patient outcomes, they are more likely to take the easiest cases, avoiding problematic patients.
Just because performance measures often have some negative outcomes doesn't mean that they should be abandoned.
They may still be worth using, despite their anticipatable problems. It's a matter of trade-offs, and that too is a matter of
judgment.
With measurement as with everything else, recognizing limits is often the beginning of wisdom. Not all problems are
soluble, and even fewer are soluble by metrics. It's not true, as too many people now believe, that everything can be
improved by measurement, or that everything that can be measured can be improved.
Dr. Muller is a professor of history at the Catholic University of America in Washington, D.C. This essay is adapted from his
new book, "The Tyranny of Metrics," published by Princeton University Press.
More from Review
\* How to Succeed in Business? Do Less
\* If Dinosaurs Were Physicists: Thoughts About History and Time
\* Good Grieg! I've Gotten Addicted to Norway
Credit: By Jerry Z. Muller
DETAILS
Business indexing term: Subject: Business metrics
LINKS
Linking Service
ERIC Subject: Accountability; Beliefs; Patients; Standardized Tests; Elementary Secondary Education;
Physicians; Evaluative Thinking
Subject: Teachers; Accountability; Business metrics
Publication title: Wall Street Journal (Online); New York, N.Y.
Pages: n/a
Publication year: 2018
Publication date: Jan 12, 2018
Section: Life
Publisher: Dow Jones & Company Inc.
Place of publication: New York, N.Y.
Country of publication: United States
Publication subject: Business And Economics
e-ISSN: 25749579
Source type: Blog, Podcast, or Website
Language of publication: English
Document type: News
ProQuest document ID: 1986682069
Document URL: https://go.openathens.net/redirector/nu.edu?url=https://www.proquest.com/blogs-
podcasts-websites/cure-our-fixation-on-metrics-measuring-results-
is/docview/1986682069/se-2?accountid=25320
Copyright: (c) 2018 Dow Jones & Company, Inc. Reproduced with permission of copyright ow ner.
Further reproduction or distribution is prohibited without permission.
Full text availability: This publication may be subject to restrictions within certain markets, including
corporations, non-profits, government institutions, and public libraries. In those cases
records will be visible to users, but not full text.
Last updated: 2024-08-07
Database: ProQuest One Academic
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– A Cure for Our Fixation on Metrics; Measuring results is all the rage in organizations, but it is often wrongheaded and counterproductive
**## WeekFourDiscussion2InstructionsHM.docx**
**Week Four Discussion 2**
**_Article: Muller, J. (2018, January 12). Cure for Our Fixation on Metrics. The Wall Street Journal._** [**_https://www.proquest.com/docview/1986682069/fulltext/18B071511A024AB3PQ/2?accountid=25320_**](https://www.proquest.com/docview/1986682069/fulltext/18B071511A024AB3PQ/2?accountid=25320)
**_Summary: Measuring results is all the rage in organizations, but it is often wrongheaded and counterproductive._**
**_Questions:_**
1.
**_What is 'metric fixation' as described in the article? Why can this be a bad thing?_**
2.
**_Which of the suggestions from the article for defining performance metrics is your favorite? Why?_**
**## ProQuestDocuments-2026-07-17.pdf**
A Cure for Our Fixation on Metrics; Measuring results is
all the rage in organizations, but it is often
wrongheaded and counterproductive
Muller, Jerry Z . Muller, Jerry Z.
ProQuest document link
FULL TEXT
In recent decades, what I call "metric fixation" has engulfed an ever-widening range of institutions: businesses,
government, health care, K-12 education, colleges and universities, and nonprofit organizations. It comes with its own
vocabulary and master terms. It affects the way that people talk and think about the world and how they act in it. And it is
often profoundly wrongheaded and counterproductive.
Metric fixation consists of a set of interconnected beliefs. The first is that it is possible and desirable to replace judgment
with numerical indicators of comparative performance based on standardized data. The second is that making such metrics
public (transparency) assures that institutions are actually carrying out their purposes (accountability). Finally, there is the
belief that people are best motivated by attaching rewards and penalties to their measured performance, rewards that are
either monetary (pay for performance) or reputational (rankings).
But not everything that is important is measurable, and much that is measurable is unimportant. Most organizations have
multiple purposes, and that which is measured and rewarded tends to become the focus of attention, at the expense of
other essential goals. Similarly, many jobs have multiple facets, and measuring only a few of them creates incentives to
neglect the rest. Almost inevitably, people become adept at manipulating performance indicators. They fudge the data.
They deal only with cases that will improve performance indicators. In extreme cases, they fabricate the evidence.
It's not that measurement is useless or intrinsically pernicious. The challenge is to specify when performance metrics are
genuinely useful–that is, how to have metrics without the malady of metric fixation.
Should you find yourself in a position to set policy, here are some questions that you should ask, and the factors that you
should keep in mind, in considering whether to use measured performance, and if so, how to use it.
What kind of information do you wish to measure? The more the object to be measured resembles inanimate matter, the
more likely it is to be measurable: that is why measurement is indispensable in the natural sciences and in engineering.
When the objects to be measured are influenced by the process of measurement, measurement becomes less reliable.
Measurement becomes much less reliable the more its object is human activity, since the objects–people–are self-
conscious and are capable of reacting to the process of being measured. The more rewards and punishments are involved,
the more people are likely to react in a way that skews the measurement's validity.
How useful is the information? The fact that some activity is measurable does not make it worth measuring. Indeed, the
ease of measuring may be inversely proportionate to the significance of what is measured. To put it another way, ask
yourself, is what you are measuring a proxy for what you really want to know? If the information is not very useful or not a
good proxy for what you're really aiming at, you're probably better off not measuring it.
Are alternative measurements available? Are there other sources of information about performance, based on the
judgment and experience of clients, patients or parents of students? In a school setting, for example, the degree to which
parents request a particular teacher for their children is probably a useful indicator that the teacher is doing something
right, whether or not the results show up on standardized tests. In the case of charities, it may be most useful to allow the
beneficiaries to judge the results.
What is the metric for? It's crucial to distinguish between data used for purposes of internal monitoring of performance by
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the practitioners themselves–say, teachers who want to know how much their students seem to absorbing–versus data to
be used by external parties for reward and punishment, such as government agencies. It's the difference between crime
data used to discover where the police ought to deploy more squad cars versus data used to decide whether the precinct
commander will get a promotion.
Tools of measurement are most useful for internal analysis by practitioners rather than for external evaluation by the
public, which may fail to understand their limits. Such measurement can be used to inform practitioners of their
performance relative to their peers, offering recognition to those who have excelled and offering assistance to those who
have fallen behind. To the extent that they are used to determine continuing employment and pay, they will be subject to
gaming the statistics or outright fraud.
What are the costs of getting the data? Information is never free, and often it is expensive in ways that rarely occur to those
who demand more of it. Collecting, processing and analyzing data take time, and a large part of their expense lies in the
opportunity costs of the time put into them. Every moment that you or your colleagues or employees devote to producing
metrics is time not devoted to the activities being measured. If you're a data analyst, of course, producing metrics is your
primary activity. For everyone else, it's a distraction. Even if the performance measurements are worth having, their worth
may be less than the costs of obtaining them.
Who develops the measurement? Accountability metrics are less likely to be effective when they are imposed from above,
using standardized formulas developed by those far from active engagement with the activity being measured.
Measurements are more likely to be meaningful when they are developed from the bottom up, with input from teachers,
nurses and the cop on the beat.
This means asking those with the tacit knowledge that comes from direct experience to provide suggestions about how to
develop appropriate performance standards. Try to involve a representative group of those who will have a stake in the
outcomes. In the best case, they should continue to be part of the process of evaluating the measured data. A system of
measured performance will work to the extent that the people being measured believe in its worth.
Does the measurement create perverse incentives? Insofar as individuals are agents out to maximize their own interests,
there are inevitable drawbacks to all schemes of measured reward. If doctors are remunerated based on the procedures
they perform, it creates an incentive for them to perform too many procedures that have high costs but may produce low
benefits. If doctors are paid based on the number of patients they see, they have an incentive to see as many patients as
possible and to skimp on procedures that are time-consuming but potentially useful. If they are compensated based on
successful patient outcomes, they are more likely to take the easiest cases, avoiding problematic patients.
Just because performance measures often have some negative outcomes doesn't mean that they should be abandoned.
They may still be worth using, despite their anticipatable problems. It's a matter of trade-offs, and that too is a matter of
judgment.
With measurement as with everything else, recognizing limits is often the beginning of wisdom. Not all problems are
soluble, and even fewer are soluble by metrics. It's not true, as too many people now believe, that everything can be
improved by measurement, or that everything that can be measured can be improved.
Dr. Muller is a professor of history at the Catholic University of America in Washington, D.C. This essay is adapted from his
new book, "The Tyranny of Metrics," published by Princeton University Press.
More from Review
\* How to Succeed in Business? Do Less
\* If Dinosaurs Were Physicists: Thoughts About History and Time
\* Good Grieg! I've Gotten Addicted to Norway
Credit: By Jerry Z. Muller
DETAILS
Business indexing term: Subject: Business metrics
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ERIC Subject: Accountability; Beliefs; Patients; Standardized Tests; Elementary Secondary Education;
Physicians; Evaluative Thinking
Subject: Teachers; Accountability; Business metrics
Publication title: Wall Street Journal (Online); New York, N.Y.
Pages: n/a
Publication year: 2018
Publication date: Jan 12, 2018
Section: Life
Publisher: Dow Jones & Company Inc.
Place of publication: New York, N.Y.
Country of publication: United States
Publication subject: Business And Economics
e-ISSN: 25749579
Source type: Blog, Podcast, or Website
Language of publication: English
Document type: News
ProQuest document ID: 1986682069
Document URL: https://go.openathens.net/redirector/nu.edu?url=https://www.proquest.com/blogs-
podcasts-websites/cure-our-fixation-on-metrics-measuring-results-
is/docview/1986682069/se-2?accountid=25320
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– A Cure for Our Fixation on Metrics; Measuring results is all the rage in organizations, but it is often wrongheaded and counterproductive
**## WeekFourDiscussion2InstructionsHM.docx**
**Week Four Discussion 2**
**_Article: Muller, J. (2018, January 12). Cure for Our Fixation on Metrics. The Wall Street Journal._** [**_https://www.proquest.com/docview/1986682069/fulltext/18B071511A024AB3PQ/2?accountid=25320_**](https://www.proquest.com/docview/1986682069/fulltext/18B071511A024AB3PQ/2?accountid=25320)
**_Summary: Measuring results is all the rage in organizations, but it is often wrongheaded and counterproductive._**
**_Questions:_**
1.
**_What is 'metric fixation' as described in the article? Why can this be a bad thing?_**
2.
**_Which of the suggestions from the article for defining performance metrics is your favorite? Why?_**
**## ProQuestDocuments-2026-07-17.pdf**
A Cure for Our Fixation on Metrics; Measuring results is
all the rage in organizations, but it is often
wrongheaded and counterproductive
Muller, Jerry Z . Muller, Jerry Z.
ProQuest document link
FULL TEXT
In recent decades, what I call "metric fixation" has engulfed an ever-widening range of institutions: businesses,
government, health care, K-12 education, colleges and universities, and nonprofit organizations. It comes with its own
vocabulary and master terms. It affects the way that people talk and think about the world and how they act in it. And it is
often profoundly wrongheaded and counterproductive.
Metric fixation consists of a set of interconnected beliefs. The first is that it is possible and desirable to replace judgment
with numerical indicators of comparative performance based on standardized data. The second is that making such metrics
public (transparency) assures that institutions are actually carrying out their purposes (accountability). Finally, there is the
belief that people are best motivated by attaching rewards and penalties to their measured performance, rewards that are
either monetary (pay for performance) or reputational (rankings).
But not everything that is important is measurable, and much that is measurable is unimportant. Most organizations have
multiple purposes, and that which is measured and rewarded tends to become the focus of attention, at the expense of
other essential goals. Similarly, many jobs have multiple facets, and measuring only a few of them creates incentives to
neglect the rest. Almost inevitably, people become adept at manipulating performance indicators. They fudge the data.
They deal only with cases that will improve performance indicators. In extreme cases, they fabricate the evidence.
It's not that measurement is useless or intrinsically pernicious. The challenge is to specify when performance metrics are
genuinely useful–that is, how to have metrics without the malady of metric fixation.
Should you find yourself in a position to set policy, here are some questions that you should ask, and the factors that you
should keep in mind, in considering whether to use measured performance, and if so, how to use it.
What kind of information do you wish to measure? The more the object to be measured resembles inanimate matter, the
more likely it is to be measurable: that is why measurement is indispensable in the natural sciences and in engineering.
When the objects to be measured are influenced by the process of measurement, measurement becomes less reliable.
Measurement becomes much less reliable the more its object is human activity, since the objects–people–are self-
conscious and are capable of reacting to the process of being measured. The more rewards and punishments are involved,
the more people are likely to react in a way that skews the measurement's validity.
How useful is the information? The fact that some activity is measurable does not make it worth measuring. Indeed, the
ease of measuring may be inversely proportionate to the significance of what is measured. To put it another way, ask
yourself, is what you are measuring a proxy for what you really want to know? If the information is not very useful or not a
good proxy for what you're really aiming at, you're probably better off not measuring it.
Are alternative measurements available? Are there other sources of information about performance, based on the
judgment and experience of clients, patients or parents of students? In a school setting, for example, the degree to which
parents request a particular teacher for their children is probably a useful indicator that the teacher is doing something
right, whether or not the results show up on standardized tests. In the case of charities, it may be most useful to allow the
beneficiaries to judge the results.
What is the metric for? It's crucial to distinguish between data used for purposes of internal monitoring of performance by
[https://go.openathens.net/redirector/nu.edu?url=https://www.proquest.com/blogs-podcasts-websites/cure-our-fixation-on-metrics-measuring-results-is/docview/1986682069/se-2?accountid=25320](https://go.openathens.net/redirector/nu.edu?url=https://www.proquest.com/blogs-podcasts-websites/cure-our-fixation-on-metrics-measuring-results-is/docview/1986682069/se-2?accountid=25320)
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the practitioners themselves–say, teachers who want to know how much their students seem to absorbing–versus data to
be used by external parties for reward and punishment, such as government agencies. It's the difference between crime
data used to discover where the police ought to deploy more squad cars versus data used to decide whether the precinct
commander will get a promotion.
Tools of measurement are most useful for internal analysis by practitioners rather than for external evaluation by the
public, which may fail to understand their limits. Such measurement can be used to inform practitioners of their
performance relative to their peers, offering recognition to those who have excelled and offering assistance to those who
have fallen behind. To the extent that they are used to determine continuing employment and pay, they will be subject to
gaming the statistics or outright fraud.
What are the costs of getting the data? Information is never free, and often it is expensive in ways that rarely occur to those
who demand more of it. Collecting, processing and analyzing data take time, and a large part of their expense lies in the
opportunity costs of the time put into them. Every moment that you or your colleagues or employees devote to producing
metrics is time not devoted to the activities being measured. If you're a data analyst, of course, producing metrics is your
primary activity. For everyone else, it's a distraction. Even if the performance measurements are worth having, their worth
may be less than the costs of obtaining them.
Who develops the measurement? Accountability metrics are less likely to be effective when they are imposed from above,
using standardized formulas developed by those far from active engagement with the activity being measured.
Measurements are more likely to be meaningful when they are developed from the bottom up, with input from teachers,
nurses and the cop on the beat.
This means asking those with the tacit knowledge that comes from direct experience to provide suggestions about how to
develop appropriate performance standards. Try to involve a representative group of those who will have a stake in the
outcomes. In the best case, they should continue to be part of the process of evaluating the measured data. A system of
measured performance will work to the extent that the people being measured believe in its worth.
Does the measurement create perverse incentives? Insofar as individuals are agents out to maximize their own interests,
there are inevitable drawbacks to all schemes of measured reward. If doctors are remunerated based on the procedures
they perform, it creates an incentive for them to perform too many procedures that have high costs but may produce low
benefits. If doctors are paid based on the number of patients they see, they have an incentive to see as many patients as
possible and to skimp on procedures that are time-consuming but potentially useful. If they are compensated based on
successful patient outcomes, they are more likely to take the easiest cases, avoiding problematic patients.
Just because performance measures often have some negative outcomes doesn't mean that they should be abandoned.
They may still be worth using, despite their anticipatable problems. It's a matter of trade-offs, and that too is a matter of
judgment.
With measurement as with everything else, recognizing limits is often the beginning of wisdom. Not all problems are
soluble, and even fewer are soluble by metrics. It's not true, as too many people now believe, that everything can be
improved by measurement, or that everything that can be measured can be improved.
Dr. Muller is a professor of history at the Catholic University of America in Washington, D.C. This essay is adapted from his
new book, "The Tyranny of Metrics," published by Princeton University Press.
More from Review
\* How to Succeed in Business? Do Less
\* If Dinosaurs Were Physicists: Thoughts About History and Time
\* Good Grieg! I've Gotten Addicted to Norway
Credit: By Jerry Z. Muller
DETAILS
Business indexing term: Subject: Business metrics
LINKS
Linking Service
ERIC Subject: Accountability; Beliefs; Patients; Standardized Tests; Elementary Secondary Education;
Physicians; Evaluative Thinking
Subject: Teachers; Accountability; Business metrics
Publication title: Wall Street Journal (Online); New York, N.Y.
Pages: n/a
Publication year: 2018
Publication date: Jan 12, 2018
Section: Life
Publisher: Dow Jones & Company Inc.
Place of publication: New York, N.Y.
Country of publication: United States
Publication subject: Business And Economics
e-ISSN: 25749579
Source type: Blog, Podcast, or Website
Language of publication: English
Document type: News
ProQuest document ID: 1986682069
Document URL: https://go.openathens.net/redirector/nu.edu?url=https://www.proquest.com/blogs-
podcasts-websites/cure-our-fixation-on-metrics-measuring-results-
is/docview/1986682069/se-2?accountid=25320
Copyright: (c) 2018 Dow Jones & Company, Inc. Reproduced with permission of copyright ow ner.
Further reproduction or distribution is prohibited without permission.
Full text availability: This publication may be subject to restrictions within certain markets, including
corporations, non-profits, government institutions, and public libraries. In those cases
records will be visible to users, but not full text.
Last updated: 2024-08-07
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– A Cure for Our Fixation on Metrics; Measuring results is all the rage in organizations, but it is often wrongheaded and counterproductive