Management
What it does to management
It is most attractive to the managers least comfortable with the conversation, which is where it does most damage.
The Manager Who Stops Having Conversations
The effect on management is the least discussed consequence and frequently the most damaging to the organisation.
Dashboards and the Illusion of Knowing
A screen full of figures produces confidence out of proportion to the information in it. Why that is worse than knowing nothing.
Using It in a Performance Process
The use the data is least suited to and most often put to. What goes wrong, and the position worth holding.
Using It in a Dismissal
The highest-stakes use, where the weaknesses of the data become legal exposure rather than unfairness.
Comparing People Who Are Not Comparable
Ranking is the dashboard's natural output and almost no two people in a team are measured on the same thing.
What Managers Should Be Trained To Ignore
If the data exists, managers need instruction on what not to conclude from it. A short list they can hold.
The Middle Manager Caught Between
The person asked to use the data is usually the person least able to refuse and most damaged by using it.