[jdlshore]

Using data and metrics for analysis and self-reflection is great, when used thoughtfully. The problems arise when they’re used to judge performance—or even perceived to be used to judge performance. That’s why they’re so tricky to use well. You have to set up a situation where it’s systematically impossible to abuse metrics, typically by putting the data and analysis/judgement at the same level, and only reporting aggregated/anonymized results and qualitative conclusions rather than the raw data.

Some people don’t know how to manage without measurements, punishments, and rewards. It’s a correctable flaw. Measurement-based management is called “theory X” management, but knowledge work needs “theory Y” management. There’s a lot of material out there on how to do it, including a section on it in my book.