1. People structure their work to produce outputs, meaning projects are changed – some might say corrupted – by the funding they get, which means the people with the money get to decide or at least change the course of most projects.
2. Everyone uses targets and outputs these days. That means there is only one way to run an organisation. In all the world. Perhaps this should bother us. I mean, really? Only one way?
4. Far from making organisations efficient, it creates a new layer of bureacracy. Think about those application forms that take several weeks to fill out. Think how much time is lost to inventing the measurables, justifying them, monitoring compliance, reporting on deviations from expectations.
3. Everyone lies about what they’ve achieved. That’s not a statement of moral condemnation. You have to do it to make the system work. But having spent all this time and money on the bureacratic machinery to make it work, what it usually turns out is nonsense.
5. It is promoted by management and funders because they want control. This is why some managers adopt it even when the funding doesn’t require them to. It is way to reproduce strict top-down hierarchies that a lot of organisations claimed to have got rid of with flatter structures and informal ways of working.
6. Output measurement is done in mimicry of the private sector working to a bottom line. One of the reasons this is ‘efficient’ in the private sector is that it creates a huge amount of collateral damage that the company never has to pay for. People, resources, environment, political systems: all are ignored for the bottom line. Very efficient.
7. Most of the things that matter in life can’t be measured. And in obsessively measuring certain things, it is easy to push out the things that make life worth living. Measuring outputs is sucking the life out of us.
These points, though mostly very obvious indeed, might make some people ask ‘How else can we achieve our goals?’ But it’s a funny question, because this is a relatively new fashion. Presumably good things happened before the fashion hit us and I’m pretty sure we’ll find ways to make good things happen again. But we should also ask, how else can we achieve what goals? The goals in your mission statement? That’s a fiction anyway. What does your organisation really do I wonder?
But finally, if you want a serious answer: if your organisation is based on values, staffed by committed people who believe in those values, and embed those values in your work, and if your organisation is structured so that these committed people collectively control their work, then I don’t think you’ll need to worry about whether you are going to achieve things. Of course if your organisation is actually a bunch of hollow people doing hollow tasks for hollow reasons in a sneakily hierarchical dance then maybe you’re right: you should keep an eye on your progress with measurable outputs. It will be the only way to get anything done.