Applying Business Best Practices to Relationships
I ran across a blog the other day singing the importance of relationships in business. Fair enough.
As I recall, it started by saying:
“Let’s start with some undeniable facts. What gets measured gets managed.” ‘Uh oh,’ I thought, ‘I’m gonna have to write about this one.’
All right, let’s trot out the whole set of logical fallacies.
1. If you can’t measure it, you can’t manage it
2. If you can measure it, you can manage it
3. If you can’t manage it, it’s because you’re not measuring it
4. If you can manage it, it’s because you are measuring it.
Not one of those is true.
First, there is management by fear and intimidation; by shared values; by guilt-tripping; by walking around; by praise; and so on. None of which require measurement.
Second, the act of measuring per se does nothing to cause “management” to happen.
Of course, just because something is illogical doesn’t mean people don’t assign meaning to it. But why do so many people insist so strongly on connecting management and measurement?
I can suggest two reasons.
Go back to “what gets measured, gets managed.” What that really means is, “I’m the kind of person who, when someone measures me, falls into line and behaves according to the desired metrics.”
This view is the choice of the one being measured; it’s not a trait of the measurer, nor an outcome of the act of measuring. It’s a rather passive choice by the measuree: it doesn’t require much thinking, and doesn’t invite challenge.
Which is exactly what most managers intend measurement to do: to communicate desires from boss to employee, in narrow, quantitative, often financial, terms.
But most of all, “what gets measured gets managed” reflects a belief that measurement is good, and that more measurement is better. Break it down to the elemental levels, let’s really manage this puppy.
Well, let’s test-drive that idea. Go ask your wife how you’re doing as a spouse (or reverse, etc.). On a scale of 1-10, please.
Now, that might get you into a pretty good conversation. It might even be so good that your actual performance as a spouse improves as a result.
Suppose further that you work in a company that believes “what gets measured gets managed,” and decide to apply this “obvious fact” to your home life as well. So you ask the wife the same question next month. Scale of 1-10 again, please.
Your spouse says, “didn’t we just have this conversation a few weeks ago?”
“Why, yes,” you say, “and it was really useful, and I want to be an even better spouse, so I figured I’d starting taking regular metrics readings so I can establish a benchmark performance level and track my improvement. I learned that technique at work. Do you think monthly reports on my spousal performance will be enough? Maybe I should ask you for weekly ratings? And let’s be s ure to talk about rewards for achieving and exceeding my metrics.”
Now, if your spouse has any relationship skills, and any self-image to speak of, you’re gonna be sleeping on the sofa for a while.
And while explaining these new arrangements to you, you may hear something like, “and by the way, thanks for ruining that great conversation we had a few weeks ago, because now I see you never meant it, you were just in it for your own ego-gratification, and I feel like an idiot because I actually thought you might have cared, but now I see not only are you a jerk, but I deluded myself, and I now don’t even trust my own assessment skills, I was so far off in even thinking we had a good thing going, now I feel even worse, etc.”
This is the emotional equivalent of the Heisenberg Uncertainty Principle. You have just proven that the act of measurement can alter the thing being measured. (And by the way, who cares that you meant well, anyway?)
I have a friend who works at GE designing sophisticated fluid control measurement tools used in the oil industry. Crude oil doesn’t much care how often or how precisely you measure it. Unfortunately, spouses do. As do people in general.
Which is why the unthinking, inane concatenations of measurement and management so often fail when applied to people.
Best practices aren’t universal. The management of capital and hydrocarbon resources doesn’t necessarily tell us much about the management of human “resources,” aka people.