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The paradigm of measurable things

Do our leaders what they want?

In business organizations, value things only be translated into numbers, the other not. If we assume that many of the most important things are not measurable, then companies have a serious appreciation of reality and value of things. I would add that it is measurable only the past, the future is unknown, but perhaps predictable. It

gives value only to what is measurable, when the most important, often by unknown, is where there is more scope for optimization and performance.

Thus the quality of life is not measurable, even if what we all want. Instead it is measurable economic level in terms of income or possessions. We just forward the economic level, because it is measurable. The quality of life ceases to be a value and is usually sacrificed in favor of measurable level.

Similarly, managers who do not know how to measure what they want for their organizations, they end up wanting what they can measure . We do not value what we want, but what we can measure. Sometimes because other do too. Move the real priorities of other important secondary because they are not translatable into numbers. If they are not translatable into numbers can not appear in a presentation to the next level. If they are not translatable to understand numbers, go into the details and have the knowledge to do so.

An example is training. Many companies measure training hours, the amount of people going to classes, etc.. To be measured becomes the desirable goal. But what he initially wanted was something else. Really important is not the hours nor the percentage of employees who have attended, it really is important is to train people for jobs that have or have to do. Is it measurable?: Not easily, but is much more important to know the individual challenges and solutions to the large statistics that say nothing. Unless the company will invest in training, little or nothing these numbers tell us whether the training is useful.

not value, because it is not measurable, effective learning that people obtain through other means such as cooperation and help received from colleagues and superiors or self-study. However encouraging this cooperation must come from management. Similarly

often wrongly immeasurable value quality products and services for the price. A high price high quality. This is sometimes simply wrong. The price is simply proportional to the cost of production and added benefit. The producer price has included the cost of organizational inefficiency. Do we make mistakes sometimes when you buy the more expensive product? Yes

Nowadays a professional who does his work without errors can go unnoticed. The non-errors are not measured. At contrary, if you leave you see a fire and extinguishes it, will be assessed by measuring the salved. "We encourage bad practices?. I think so.

Similarly, some economists are rated as important to the cost of labor that destroys value, because can be measured. We have the paradox that while the GDP of a country increases with the war, poor life quality.

We must change the model, we must change the method of valuation of things, we must ensure that the purpose of organizations is not lost on topics measurable.

Once again, we must refocus our management style and know what is really important. Our managers must provide leadership by sharing and knowing the detail of things to help improve them, and not focus exclusively on what can be shown on a powerpoint.